Profiel interim professional

    100 - 150
MSc mechanical engineer with solid management experience in operations, projects and B2B commerce: 
  • Creating committed teams through clear roles & responsibilities, accountability and trust.
  • Coaching and developing people through frequent, open discussions and mutual feedback.
  • Bringing overview, structure and accountability.

Inspired by changing and challenging environments requiring hands-on execution

From analysis to implementation
  • Quick grasp of what is needed and ability to act and execute accordingly.
  • Good process thinker transforming abstract concepts into practical execution (SOP’s). 
  • Ability to connect with trust at all levels in organisations.

English: near native fluency as asset in international environments

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Professionele kennis en expertise:
Commitment & motivatie:
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Industrial Production Delft University of Technology 2002 Universiteit Afgerond
Business to Business Marketing Delft University of Technology 2002 Universiteit Afgerond


jan 18 - heden

DANONE Advanced Medical Nutrition
Innovation Program Leader:
Overall Program Lead for launch of the key innovation for Medical Division (€40mln budget). Board level stakeholder management and cross functional program management including the key supplier. Launched on time, in budget, good quality. Achieved very high scores on leadership, change management and ability to execute.

jan 17 - dec 17

DANONE Advanced Medical Nutrition
Procurement Operations Implementation & Change Manager:
Leading cross functional implementation of SAP procurement process in medical production sites; broad stakeholder management & engagement of local teams in fast pace roll out aligned with central project planning and IT development. Achieved very high scores on leadership, stakeholder management, engagement and project management execution.

apr 16 - dec 16

DANONE Advanced Medical Nutrition
Category Operations Manager a.i:
Linking pin between the marketing categories, operations, R&D, country business units, medical affairs and regulatory. Project portfolio management and prioritization. Leading a group of project managers who run multi-disciplinary, complex, global projects for the Medical division.

jul 14 - apr 16

Project Manager a.i:
Leading several multidisciplinary project teams in new product development and innovation of medical nutrition.

jan 11 - dec 13

General Manager (40 FTE,€10M) :
Stirling Cryogenics designs and assembles installations to globally provide customers with gas and liquid at extremely low temperatures (<-200C).
• Hired by company owner to realise next step of growth. P&L end-responsible and head of management team for largest business unit (Stirling Cryogenics) within the holding company. 
• One month into the job I discovered that the holding (55FTE) was on the verge of bankruptcy. 
• Initiated a reorganisation and given explicit mandate by the bank to lead it for the entire holding. 
• Downsized company through 30% FTE reduction, decreased overhead spending and re-established profitability within projects. At the end of 2012 we achieved the best result to date. 
• Drove commercial department to focus on promising prospects and profitable opportunities supported by a self- developed sales funnel tool.
• Created cooperation between commercial, engineering and project management departments with focus on improving functional specifications, pre-calculations, pricing and risk management, leading to improved project margins and overall profitability. 
• Redesigned monthly, financial reporting and closely managed the cash flow of existing and new projects. 
• At the end of 2012 an external investor acquired a majority stake in the company. 
• In the course of 2013 it was agreed with the owner and new investor that due to my waned relationship with the owner it was better that I left the company and as a result we parted in a decent manner.

mei 08 - dec 10

Sales Manager Food & Chemistry:
Linde Gas supplies industrial gases and complementary equipment to industrial customers.
• Responsible for 1 and later 2 teams of account managers as well as for key accounts in the market segments Food and Chemistry in the Benelux.
• Despite the financial crisis and mature market conditions I outperformed against my targets for volume growth (5,2% vs 3%), overall price increases (6% vs 3%) and reduction of DSO (39d vs 45d). 
• Invested a lot of effort in individual coaching of my account managers to increase their effectiveness. This resulted in better prepared customer visits and better structured negotiations. In turn this led to overall margin improvements and volume growth. 
• Realised various key account contract renewals with focus on continuity, margin improvements and, where possible, volume growth and reduced liabilities. 
• As a certified Linde Pro Sales Trainer I participated in training the account manager pool in account management, pricing, negotiation and contract management.

jan 07 - apr 08

Project Manager NPD Medical Division:
The Medical Division of Numico (now Danone) develops, produces and sells medical nutrition. 
• Led multidisciplinary new-product-development project teams. 
• Launched various new products within time and budget, with yearly turnover of 250k€ up to 3M€. 
• Established structure within projects through clear project plans and setting of clear accountabilities. 
• Helped to further professionalise the project management department by developing standards for project planning, risk analysis, reporting and stakeholder management.

apr 06 - dec 06

Sales Control Manager Unilever Supply Chain Company (USCC):
Process design, implementation, coordination and reporting of sundry/niche sales from European factories to special customers (e.g. drilling platforms, military bases or distinct customers outside Europe).

aug 03 - mrt 06

factory Vlaardingen
Production leader soap:
Responsible for the day to day management of the production departments 'packaging materials' and 'palletizers'
with respectively 3 en 12 people. 
• Emphasis was on initiating and executing process improvements and raising the engagement of employees in these, over the course of time, neglected departments. 

• Palletizer department: 
◦ Built and implemented measurement system to gain insight in downtimes and tackle them with focus. 
◦ Reduction of downtimes with 40% every year through structured, preventive and autonomous maintenance, clear accountabilities based on designated area ownership, mobilizing the critical mass towards change and tackling 'blockers'. 
◦ Large improvements in workplace organisation (5s) and reduction of waste (lean) through increased involvement of employees. 

• Packaging materials department: 
◦ Reorganisation of warehouses, development & implementation of new pallet-location database, replacement of poorly functioning employees, redesign of work methods and development & implementation of stock management interface with SAP for planning department. 
◦ Reduction of line stops due to missing packaging materials of 50% per year.




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