Flex Manager

 beschikbaar?

interimmanagement TIP: soortgelijke CVs vinden

CFO/Finance Director

CFO/Finance Director

Work Experience

09/2015 – 08/2016 Chief Executive Kersten Group
The Kersten Group of companies advises, delivers and supports products (like wheelchairs, beds, special seats, stair lifts) to improve the living and mobility of people with disabilities. Revenue € 35mn, 350 employees, 4 main sites in The Netherlands. Customers are health care insurers, institutional care, consumers and local governments. Based in Roermond (NL).
Rapid growth, complex legislation and poor internal organisation led to low quality service, loss-making operation and increasing working capital. Turned this around to break-even, reduced working capital and restored confidence of customers and employees. Complex environment with shareholder conflicts and special management status at the bank.

01/2012 – 04/2015 Finance Director FrieslandCampina (3 a.i. positions)
Finance Director Romania 10 months
FMCG – Dairy Business. Revenue € 100mn, 1,100 employees, 3 production sites, 2 distribution centres in supply chain. Responsible for Finance and ICT. Based in Bucharest. Key topics:
- Partially failed implementation of new ICT system (SAP) required specific actions to restore customer service level and manage related increase of costs, inventory and trade debtor levels.
- Improved transparency on cost and margin drivers. Initiated and monitored 2014 and 2015 cost reduction and investment plans.
- Managed and motivated the finance team and improved finance processes, controls and business support in difficult circumstances.
Finance Director Russia 1 year 7 months
FMCG – Dairy Business. Revenue € 220mn, 650 employees, 1 production site in supply chain. Responsible for Finance, ICT and Legal. Based in Moscow. Key topics:
- Strong growth through extension of product portfolio and integration of acquired businesses. Full involvement in these projects: detailing/refining strategy, revision of/investments in supply chain, market investments, organisational change.
- Adapting Finance, ICT and Legal functions to current and future professional requirements. Balancing daily operations with rapid and significant change.
- Leader of strategy and change implementation program. Set up structures for driving and tracking progress.
Finance Director Foodservice Europe 7 months
FMCG – Dairy Business (BtB markets). Revenue € 500mn, 700 employees. Businesses in 8 European countries, 3 sites in supply chain. Responsible for Finance and ICT. Based in Lummen, Belgium. Specific: improvement and implementation of control framework, after dissatisfying audit outcome. Changed finance function towards better business support.

01/2006 – 09/2011 CFO Schouten & Nelissen Group
Privately owned company in business educational services. Revenue € 65mn, 500 employees, 500 freelance trainers. Companies in The Netherlands, Belgium, Switzerland, Russia and China. Responsible for Finance, ICT, Legal, Procurement, Operations. HR responsible through representation of management at the worker’s council. Specific:
2006-2009: Transformation from a primarily content oriented company towards a professional business firm with more focus on the customer and financial performance:
- adapted organisation (leadership, people, way of doing things, structures, systems) after a significant increase in size after a major acquisition;
- rebuild Finance, ICT, Legal, and Operations, to better deal with business support and control requirements;
- complete revision of management information, to enable detailed performance measurement, manage cash flow, look forward. Changed processes to become reliable, fast and on time.
2008-2010: Cut costs and restored profit, dealing with a recession driven 30% fall in European revenues.
- down sized the company in The Netherlands, optimising use of ICT
- international expansion - China and Switzerland, acquisition in Russia.

01/2002 – 12/2005 Interim Manager
12 months: CFO Sara Lee Household & Body Care Netherlands; € 150mn, 300 staff. Transformation from a stand alone operating company towards a business unit, sharing services for finance, HR and supply chain. Sarbanes-Oxley implementation.
9 months: Finance Director Uniq Northern Europe; € 450mn, 2,750 staff in 5 countries: Changeover from 5 independently operating companies to one Northern European company with a functional management structure. Based in Germany.
9 months: General Manager CPS (consultancy firm for schools): Management of transition from a subsidized towards fully commercial operation.
4 months: Controller Hydron (waterworks): Setup financial control of shared services organization.

10/2000 – 12/2001 Board member/CFO Zurel Flower Group
International trading company in cut flowers and potted plants. Revenue € 225mn, 400 staff, companies in The Netherlands, USA, Denmark, Spain, Hungary. Board member, responsible for Finance, Legal, ICT, Supply Chain (excl. Procurement). The company was operating at a loss with a risk of going bankrupt. Turned this around by strict margin management, cleaning up the customer and product base, reducing working capital and restructuring, including divestment of subsidiaries and closure of sales offices. Developed new strategy and business plan. Sold the company to venture capitalists.

03/1995 – 09/2000 Finance Director at Campina
International dairy group (later merged into Friesland Campina). Revenue € 3.5bn, 7,000 employees. Operating in 8 countries in Europe, in the United States and in China. Held different finance positions, from corporate controller to opco Finance Director. Major projects:
- Restructuring of poorly performing F&A function and recovery of a failed SAP implementation at a € 500mn business in Germany;
- negotiating and implementing the termination of a joint venture in China;
- general manager of Campina’s ICT subsidiary, preparation of divestment;
- implementation of pro-active controlling function at € 550mn Dutch subsidiary;
- divesting subsidiaries and shut down of the group office of a newly acquired group.

12/1993 – 02/1995 Partner KPMG
Partner with KPMG IT Auditors. Responsible for a business unit with auditors/consultants.

12/1992 – 11/1993 Director Klöckner Hänsel Tevopharm
Subsidiary of the German group Klöckner Werke AG. Packaging machinery for food and pharma. € 25mn revenue, 260 employees. Member of board of 3, responsible for Finance, Controlling, ICT and HR. Developed new strategy, prepared and managed restructuring.

09/1990 – 11/1992 Controller Smiths Food Group
Snack food company. Subsidiary of General Mills Inc. and later of PepsiCo Inc. Revenue € 120mn, 700 employees, 2 manufacturing sites. Second in command on F&A. Complete revision of planning and control of the group (staffing, systems, controls, processes) in a period of strong growth and major investments.

09/1989 – 08/1990 Controller Grasso Products
Operating company of the Grasso group, internationally active in components for industrial refrigerating installations. Revenue € 25mn, 385 employees. Responsible for F&A and ICT. Modernized management information and finance function. Selection of ERP system.

06/1983 – 08/1989 IT Auditor KPMG
KPMG IT auditing and consulting practice. Typical auditor career, from junior auditor to manager.

Education

1988 Post graduate degree in accounting and auditing (certified public accountant, Dutch “RA”)
1988 Master’s degree in business administration (Dutch “doctoraal bedrijfseconomie”)
1983 Bachelor’s degree in information technology (Dutch “HTS Informatica”)

Skills

Entrepreneurial CFO/Finance Director with strong business acumen. International experience, primarily in fast moving consumer goods and business services industries.
• Held responsibility for Finance, IT, Legal, Facilities, HR, Procurement and Supply Chain.
• Developed and executed growth as well as business recovery strategies.
• Managed substantial change both related to the business and to the finance function.
• International experience: Netherlands, Germany, Belgium, Denmark, Spain, France, Romania, Russia, UK, USA, China. Fluent in Dutch, English and German.
• Strong people manager, open and informal style. Team player and team developer.
• Inspires confidence through professionalism, transparency, integrity and performance.


Languages

Dutch (native), English (fluent), German (good)

 beschikbaar?

Interim managers zoeken: