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Senior General/Operational Manager

Senior General/Operational Manager

Work Experience

Interim assigments

2013-2015 Qizini Losser BV, The Friendly Food Company.
Manager Operations a.i.
Restructuring supply chain and improve site performance.

2012-2013 Qizini Liessel BV, The Friendly food Company.
Operations manager a.i.
Restructuring, closing production facility, redesigning supply chain and retainig toll manufacturing contract.

2012 Alexander Hughes The Netherlands BV.
Consulting recruitment project.

2009-2012: Damco Bakkerijgrondstoffen BV,
Managing Director a.i. (statutory)
Turnaround and finalizing divestment.

2009, 2010, 2012: Novozymes. Consulting S&M strategy ingredients entering the post patent phase.

2010, 2011 Mavani BV. Consulting M&A project.

2009: Damco Bakkerijgrondstoffen BV, turnover 25 M€, 70 fte, Consulting and directing the strategy development process.

Other assigments

Present-2010: Rabobank de Zuidelijke Baronie, Baarle Nassau

Local cooperative bank, Balance sheet total 2.300 M€, 300 fte.

Chairman of the Supervisory board member

Till 1-10-2015 member of the Supervisory board and member of the audit committee.

2008- 2001 GB Plange Netherlands B.V., Dordrecht/ former Gilde Bakery Ingredients B.V./ former DSM Bakery Ingredients B.V., Delft

Dutch subsidiary of Werhahn Mühle KG. GB Plange is the continuation (2006) of the European bread ingredients business of Gilde Bakery Ingredients B.V., arisen (2005) from the MBO of DSM Bakery Ingredients B.V..

Within Werhahn the responsibility covered two roles:

Managing Director the Netherlands (statutory)

General management, profit and loss responsible.
Reporting to the CEO of the “Back Convenience Division”.
6 direct reports, 60 indirect, turnover 25 M€.
Successful carve–out of GB Plange Netherlands B.V. from GBI Netherlands B.V. by the means of an asset deal.
Profitable top-line growth.

Supply chain director Europe

Directing four plants and the central purchasing organization.
Responsible for the in- and out-bound logistics,
Responsible for the manufacturing strategy.
Reporting to the CEO of the “Back Convenience Division”.
Cost budget 28 M€, spend 60 M€, 7 direct reports, 150 indirect,
European Management Team member.
In sourcing toll manufacturing contract, annual saving 1,2 M€.
Further roll out raw material harmonization, annual contribution € 0,7 M€.
ERP implementation (SAP).

Within DSM Bakery Ingredients B.V./ Gilde Bakery Ingredients B.V.

Director internat. production management bread ingredients

Directing all the plants of the group.
Responsible for the production and purchasing strategy.
Reporting to the CEO of the Business group.
Budget 22 M€, spend 50 M€, 4 direct reports, 110 indirect
Initiated raw material harmonization program, annual saving of 2 M€.
Centralized the production and purchasing function.
Closing UK plant, annual saving 1 M€.
Transferring the Spanish factory to a toll manufacturer.
Implementation of a global production strategy.
On behalf of DSM Executives BV integration team member Roche premix business, realised an annual spend reduction of CHF 23 M.
Per July 1st 2005 participated in the MBO team sponsored by Gilde Investments B.V..

2001-2000 Heldense Exclusive B.V., Haelen

Sales and marketing company of the “Heldense Meubelgroep”, manufacturer of exclusive traditional English reproduction furniture, fl 30 M turn over and 200 employees.

Marketing director

Leading the process from product driven to market driven.
Reporting to management committee.
Implemented a new commercial organization.
Launched a new collection, 15 % of turn over after first year.
5 direct reports, 25 indirect.

2000 - 1989 Sonneveld Group B.V., Papendrecht

Producer of bakery-ingredients, fl. 100 M turnover and 170 employees.

Managing director (statutory)

General management, profit and loss responsible.
Chairman of the management team.
Directing the Benelux marketing and sales organization.
Reporting to the president of the company/Supervisory Board.
8 direct reports, 170 indirect.
Profit improvement + fl. 2,0 M (1998) and + fl. 0,9 M in 1999.
Managed the process from product driven to market driven.
Implemented new strategy (from growth driven to profit driven).

Manager operations (1995-1998)

Realised grass root paperless powder plant (Capex fl. 8,0 M).
ERP implementation (JD Edwards).

Material manager (1991-1995)

Purchasing manager (1989-1991)

1984-1989 Thetford Produkten B.V., Etten-Leur

Producer of recreational sanitary, fl. 50 M turnover and 150 employees.

Purchasing manager
Purchasing supervisor
Planner-buyer

1983-1984 Distribution Services International B.V., Breda

European consolidation and distribution centre of 3M

Inventory control planner

Education

Education:
1992-1996 Master of Business Administration - PUC Diepenbeek, Belgium
1980-1982 Candidate of soil chemistry and physics - Agriculture University Wageningen
1979-1980 Propaedeutic - Agriculture University Wageningen
1972-1979 VWO - Katholieke Scholengemeenschap Etten-Leur

Courses:

Advanced Business Administration - IBW
Six Sigma - Accenture
Advanced Manufacturing Course - University of Michigan/DSM Business Academy.
Several banking courses – Rabobank Nederland
Dynamics behind human behaviour - Sasja Dirksen-Hulscher
Corporate governance courses – Rabobank Nederland
Governance and the dynamics in the boardroom – Rabobank Nederland
Effective marketing management - Management Centre Europe
Several in-company marketing and sales workshops - Different employers
Several workshops leadership development - Management Centre Europe
Empowerment - Euroforum
Deal with difficult people - Euroforum

Skills

Leadership, Result oriented, Entrepreneurial, Strong negotiation skills, Decisive, Service oriented, Direct, Open.

Languages

Dutch: native tongue
English: fluent
German: fair
French: poor/fair
Italian: poor


Other

Committed entrepreneurial senior General/Operational Manager, result driven with a strong focus on team building and a passionate drive for collaboration. Proven track record in profitable top line growth, performance and bottom line improvement in the FMCG/B2B food industry at family and public owned companies. Empowering people and capable to build high performing teams. Thinks strategically and determined in strategy deployment. Authentic, innovative, no nonsense and robust. Motto: “Semper fidelis”.

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