Flex Manager
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Work Experience

Experience
01/06/2003-31/07/2005 (end of contract)
Consultant Universal Polythex Gmbh (Aachen, Germany)
Consultant VDM Plastics SA (Liege, Belgium)

Consultant through own management company (Seekers BVBA)
Main task is to implement a new CRM program (starting from zero for the export), market research for future prospects and products, implementing a new financial and administrative follow-up within the company mainly for the export, putting together a new distribution network throughout Europe. Controlling and improving the company sales is another priority.
Both companies produce Polystyrene in foil and sells in France, the Benelux, Germany, Switzerland, Austria, Spain, Greece and Scandinavia. 67 workers, 9 admin. employees, 2 plant managers , 1 CEO and 2 consultants. Sales are at 26 M euro on a years base, production at 75 % of capacity, no competition from Asia or Eastern Europe.

01/01/2003-31/05/2003 OAKCAT LTD (based in London)
Consultant
The main activity is to give the customers consultancy on setting up businesses in it’s various ways, setting up
financial plans and business plans and advising them on reorganising their sales, accounting, financial departments.
Customers are found on the small and medium enterprises level in various sectors. It involved also cross boarding
consultancy between Belgian, UK and French affiliates of companies.

11/9/1995–31/12/2002 Fortis bank (former Generale Bank)
Branch-manager / Account-manager
From 1996 to December 2002 I was responsible for the daily management of 12 persons, which included the daily management of a busy Bank Branch where my prime duties included:- motivating staff, daily administration, daily checking on forecasts, planning and reporting, training of the staff, communication with HQ, local divisions and Customers. I got to deal with local management of multinationals, CEOS of small and medium enterprises and independents.
I also had the commercial responsibility to obtain sales-objectives for the northern region of Brussels. This implemented co-ordinating the banks business, sales and marketing plan throughout the region designated for me.
Adjusting these plans to local needs and opportunities was part of the job. We annually succeeded to achieve sales targets (120 % in 2001).

I was personally responsible for the account management of 180 small and medium enterprises where the primary target was to increase the cross-selling of our products and maintain the relationship at least at the same level. One of my achievements was to bring the Philips Whirlpool account on board as well as Bauknecht, Guidance Inc. (2 billion euros in sales) and I.S.S. inc. who had their H.Q. in Brussels.
Due to the location I became the liaison officer for corporate and private banking customers (role which involved taking care of the daily, basic services between the customer and the bank and providing feed-back on products and ongoing deals between both parties in both directions).
From 1995 to august 1996 I had the opportunity to join several organisational units or departments within the bank and so I got to know the various functions and departments of the bank.
I left following the merger of Generale Bank and ASLK in Belgium after having implemented the new bank on a regional level. (This included a new look, new products, a new banking-mentality and new IT-systems).

1/10/1994–30/8/1995 PB Terminal NV Lokeren
Crisis-manager (of a tank-cleaning company)
I joined the company in 1994 and my key objective was to start up the reorganisation of the sales department (reviewing the current position, cutting down on expenses where needed, bringing in a new sales format),
jointly I was asked to review the financial control of the group (getting a audit control system installed based on the needs of the company and reviewing the company’s financial position towards the banks).
I provided input to the Senior Director and could be trusted to implement things on my own.
One of the inputs was giving my consultancy and co-operation on the kick-off of the PB-hotel and PB-restaurant (2 new activities which were supplementary to the main activity).
All this needed to be achieved on the short period and under pressure because of the need to restructure
the company in preparation for subsequent reorganisation.

1/7/1992–30/9/1994 Walibi Groupe SA (now Six Flags Europe) Waver
Sales manager Belgium
Main objective for me was to develop a new sales strategy for the 3 Belgian attraction parks: Walibi,
Mini-Europe + Bellewaerde.
Next to it there was the question asked to set-up a B2B-strategy (meaning: selling the parks to companies: use the park as an incentive in sales towards customers, staff members etc.) Coca-Cola (celebration of 100 years Benelux presence), ESSO, BAT Industries and the GB supermarket chain were some of the positive results we encountered.
Finally I was also appointed during the high season as head manager of +/-150 sales persons (mostly students) for the multiple sales activities inside the parks and was I asked to participate in the set-up of training programs for new recruits.



Education

1987-1992 commercial engineer: master
University of Leuven (Belgium)



Languages

french / english / dutch / german / italian : perfect

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