Flex Manager
21219 interim professionals
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Interim general - financial - change manager/ consultant

Interim general - financial - change manager/ consultant

Work Experience

B.V. 2004 - present
Position: Director

Dutch based Management Consultancy firm specialised in Interim and crisis management, change management, Business Appraisals and Mergers and Acquisitions.

Responsible and Worked on the following selection of projects:
• Mr. worked on several Interim Management Assignments for medium/large sized companies. Assignments included general management for production, sales, and services organisations.
• As executive Business Consultant Mr, prepared a information memorandum for a Slovakian Softwood manufacturing plant. Arranged European subsidy (FMO - Dutch ministry for Economical affairs) and responsible for the negotiations with local (Slovakian) authorities, banks, landowners, lawyers and other local suppliers.
• Executive Business consultant, The executive board of an international child sponsorship organisation required a business audit for several departments, topics: internal organisation, customers services, finance and management. Report has been presented to the international executive board.
• Mr worked as crisis manager for a Dutch bank, main goals: stable and controlled financial in and output, continuous production and just in time logistics. Motivating the staff and middle management to high output and good working relationship under difficult financial situation. Mr was also responsible for customers relationship..

Ernst & Young Consulting 1998 – 12/2003
Position: Director

Ernst & young is an international consultancy firm working mainly for blue chip companies.

Responsible for and worked on the following selection of projects:
• Mr. worked on several International Interim Management Assignments for medium and large (public) sized organisations. Assignments included senior general and Finance management positions.
• Involved as leading executive management consultant Mr. has been asked on an improvement project for a large service company. Work included a full management audit, with personnel, Sales and marketing and logistic recommendations.
• Responsible for a chance program of a local Dutch Insurance company. The assignment included an increase of the profitability and improvement of the customer interaction. An organisational architecture including a new sales and marketing department including the implementation.
• As executive consultant responsible for the day-to-day program management of a blue chip company’s strategic CRM development program (not ICT).
• On behalf of a governmental institute Mr. performed a full Audit on the existing organisation. With the results of the audit Mr. has been asked to implement the recommendations. Further Mr advised the management on the development of an alternative way to reduce the number of customer interaction without decreasing the service.

Consultancy LTD 1994 - 1998
Position: Managing Director

International consultancy and interim management company specialised Crisis and Interim management and management consultancy.

Responsible for the general management of Management Consultancy and due to having knowledge of international business cultures, Mr has been assigned to the following, selection, of temporary positions/projects:

Co-ordination of a telecommunication tender (US$ 125,000,000) this included a financial feasibility study, alternative financial security system and the selection of possible partners, and the actual tender documents on behalf of an Arab country.
• Set-up a sales organisation for Mobile Phones (GSM) and Pagers Monitors in SE Asia.
• A Japanese company asked Mr to set up and manage an European Head Office, turnover Europe € 56.700.000, responsibilities included the completion of business agreements (Financial, Marketing and Sales) with newly to be appointed European distributors (partners). Set-up a reporting systems together with Osaka headquarters, for monthly financial, marketing and Sales progress reports.
• Mr was responsible as VP for a merger of two steel production companies located in three countries (Singapore, Taiwan and Philippines). Different cultures, different management styles and incompatible production processes increased the difficulty of this assignment. Based on financial responsibility for all parties concerned and the straightforward management style the merger was a success. Six months after completion of the merger new local management was appointed.
• For a Dutch holding company, a reorganization project in Indonesia. Secure and reorganize the financial investments with one goal, to make the investment saleable to other (local) parties.

Unimecs Integrated LTD 1988 – 1994
Position: Managing Director (1991 – 1994)

The worldwide facilities of Unimecs, Industrial Consultants can be adapted either for the handling of whole projects from feasibility to final commissioning or taking over specialized areas of responsibility in operating and maintenance work.

The president and owner of the company decided to withdraw from the day-to-day management of the company and asked Mr. to accept the position of Group Managing Director.

As newly appointed Director Mr introduced a result driven management style in the group of companies. With this came the introduction of Policies & Procedures, a newly developed Marketing and Sales system with customer database and quarterly board meetings.

As MD Mr. was also responsible for all corporate clients (SHELL, Voest-Alpine, ROCHE, General Electric, AKZO, etc) which where managed from the head office in Limerstonstreet London to avoid internal competition between group companies. As a result of the straightforward management style, there was an increase in market share and the company’s profit increased to an unexpected level. With this achievement the owner decided to sell the company.

Unimecs Integrated LTD
Position: Director/Group F&A Director (1988 – 1991)

In the Dutch office based in The Hague Mr. started as Director, responsible for the day-to-day office management and the financial health of the company, reporting once a week to the owner and president of the Company. The group of companies expanded rapidly, the President of the company asked Mr. to accept the position of Group F&A Director.

Mr. introduced a reporting system (MIS), new accountants, refinanced the group of companies (USA, South Africa, Belgium, France, Holland, and London, UK), and implemented a new UNIX based computer system. Day-to-day down to earth management style, quarterly Company Audits and restructuring of the finance departments of companies increased the efficiency and therefore the consolidated control of the group of companies.

Fred R. Harris Inc./IEP 1982 – 1987
Position: Assistant to the Board of Directors/SE ASIA Manager

Frederick R. Harris subsidiary of the International Engineers and Planners Corporation is a company specialised in Marine engineering.

Mr. joined the company as assistant to the Board of Directors, coinciding with the appointment of the new company president.

To explore new markets the president asked Mr. to join him on new business tours in Asia. During this period, Mr. was responsible for all contact between customers and the head office (tenders, documents, etc.) While maintaining these daily contacts (managing activities across various time zones in Europe and Asia)
Mr. was asked to incorporate and manage three new offices (Singapore, Indonesia and Japan), including the recruitment of local staff, and company expansion; New Business Development.
Finally, to assume an additional responsibility for the financial status of all three offices, Mr. maintained frequent contact with the accountants, lawyers, banking institutes, etc.



Education

MBA (certificates), Webster, Regent London, United Kingdom 1995
SPD1&2 (Bsc accounting) Praehep The Hague, the Netherlands 1987
Medical biochemistry, University of Leiden, the Netherlands 1977


Skills

Highly qualified International Executive Manager offering more than 20 years of management experience and Executive Management Consultancy. Result focused and effectual leader, with strong general management qualifications in General Management, Finance Management, Human Resources Management, Production and Marketing and Sales.

Strong ability to master a situation quickly and rapidly become fluent in the key technical, personal and historical aspects of the business. Effective sensitivity to cultural differences and motivation of business principals.

Highly knowledgeable in a wide variety of professional disciplines and an expert at organising and directing turnaround situations.

Recognised proficiency in developing or attracting talented management and staff and in directing and motivating this group to work together as a team to achieve what might previously have been considered impossible


Languages

Fluent in English, Dutch and proficient in German

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