Flex Manager
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Financial director / Project leader / Business controller

Financial director / Project leader / Business controller

Work Experience

July 2008 – present:
Interim manager / Co-Owner United Force, Alblasserdam. Publishing (offline / online). (turnover < 10 mln; employees 15).

Main responsibilities / results:
- Main responsibility: professionalizing internal (back office) processes.
- Major improvement of bottom line results by: rationalising the portfolio of activities, cost cutting, shutting down a subsidiary and selling of a low performance title.
- Implementation of a new subscription management system;
- Acquisition of a new title (and integration with own title).

June 2007 – June 2008:
Financial Director / Project Director, ISS Other Facility Services, Utrecht. Security, Landscaping, Catering, Contact Centers and Route Based Services (turnover > 150 mln; employees > 2,500).

Main responsibilities / results:
- Main responsibility: finance (5 direct reports); also responsible for IT;
- Various changes in finance departments:
- Concentration of Security / Contact Centers on one location and migration to the ISS Shared Services Center;
- Preparation of migration of the other administrations to the ISS Shared Service Center.

Projects:
- Project leader of business / system integration within Security (all planning, finance and HR systems will be replaced in 2008), including a harmonization and optimization of working processes;
- Preparation of new operational system for Contact Centers (including major improvement of management reporting);
- Other: financial part for large tender (Security); reduction of working capital - mainly by speeding up invoicing process; overhead reduction program by optimizing work processes (started December ‘07).

March 2004 – May 2007:
Financial Director DHL Global Mail Netherlands, Deutsche Post, Utrecht. DHL Global Mail Netherlands is the mail division of Deutsche Post in the Netherlands (turnover > EUR 250 mln; employees > 900; deliverers > 30,000). Core business: addressed mail (Selekt Mail), unaddressed mail (Interlanden), parcels to consumers (Selektvracht) and export mail (DHL Global Mail). The main challenge was to become the second largest Dutch postal company.

Main responsibilities / results:
- Main responsibility: finance (controlling and accounting - 4 direct reports); organization optimized for current phase;
- M&A activities; closed deals: remaining shares of Interlanden, MailMerge and several smaller deals;
- Also responsible for other staff activities on divisional level: HR, IT, Procurement and Legal (in total 7 direct reports);
- General: facilitate rapid growth within Selekt Mail (turnover increased from about 15 mln in 2003 to about 75 mln in 2006);
- HR: harmonization of benefits and procedures (including pension schemes); job grading of the management positions within Mail NL;
- IT: infrastructure build-up of Selekt Mail (from about 25 users to 250);
- Procurement: savings achieved through intensive use of DHL contracts.

2001 – 2004:
Independent interim manager, Soest (see underneath)

July 2003 – February 2004:
Financial Manager, AJS (consortium of three companies: AMEC, Jacobs and Stork), Amsterdam / Assen.
AJS was formally formed in July 2003 after the bid award by ONEgas; this was the start of the transition towards a new organization. This transition process lasted until the end of 2003.

Main responsibilities / results:
- Finalizing main contract (signed November 2003);
- Finalizing commercial agreements between ONEgas and AJS and AJS and partners;
- Building finance organization (UK / NL);
- Establishing business controls (finance system, reporting structure timekeeping, project control, procedures, authorization, etc.).

March 2003 – July 2003:
Commercially responsible for Stork in international bid process, Stork Industry Services B.V. Projects, De Meern.

In November 2002 Stork Industry Services formed an international consortium with AMEC (a UK-based contractor) and Jacobs (the Dutch branch of an American engineering company) to bid on the offshore maintenance activities on the Dutch – and English side of the North Sea. The client was ONEgas (a joint venture of Shell UK and Dutch Oil Company NAM) which started its formal business in January 2003.

Main responsibilities / results:
- Stork responsible for commercial / financial part of the bid (incl. final negotiations with ONEgas);
- The contract was awarded at the beginning of July 2003. Estimated contract value over 100 million Euros per year (min. 7 yrs).

March 2002 – Feb. 2003:
Project manager financial / legal restructuring, MPS Holding, Lichtenvoorde.

In September 2001 MPS holding (formerly Stork MPS, turnover EUR 50 mln; 250 employees) was taken over by a venture capital company. As a result of this take-over there was a reorganization in 2002.
Main responsibilities / results:
- Creating separate legal entities for four product groups:
- Optimization of group structure and follow-up of all adjoining legal, fiscal and accounting issues (including necessary IT changes).
- Transfer of pension rights from Stork retirement fund to Metalektro:
Creating new pension package; negotiations with trade unions (and meetings with works council), followed by implementation.

Jan. 2001 – Feb. 2002:
Project manager logistical optimization, Tamoil, Rotterdam.
Logistical optimization project for Tamoil Netherlands (one of the smaller players on the Dutch oil market, turnover EUR 175 mln).

Project implementation was based on the recommendations of an improvement study of Catom PDM, a small consultancy company. By optimizing the balance between (centralized)
buying, depot storage and transportation cost, considerable savings have been realized. Major changes: outsourcing the major part of the transportation, sale of loss making distribution contracts (smaller clients) and central planning.

1999 – 2000:
Controller, Stork ICM, De Meern.
Subsidiary of Stork N.V., specialized in construction and industrial maintenance of a.o. petrochemical and food installations (850 employees; turnover about EUR 100 mln - excluding subsidiaries).

- Member management team; directly responsible for finance depart¬ment, 4 decentralized controllers and the IT department (8 people);
- Financially responsible for project control of all major projects.

Key projects:
- Start-up of joint venture with Scottish partner in offshore activities;
- Optimizing SAP software (and introduction of the buying module);
- Transformation to decentralized independent regional companies.

1995 – 1998:
Controller, Stork MEC, Antwerp (Belgium), subsidiary of Stork N.V., specialized in construction and maintenance of petrochemical – and nuclear installations (650 employees, turnover about EUR 50 mln).

- Management team member; direct span of control at the finance department: 7 employees (including IT department);
- Continuous improvement of management information system (a.o. project control, working capital, capacity planning);
- Closely involved in a major reorganization (1996).

1993 – 1994:
Head of the Department of Administration / Assistant Controller, Stork MEC, Antwerp (Belgium).
- Close involvement in several reorganization processes (1993/1994);
- Implementation of an integrated financial system (incl. HQ reporting);
- Major improvement of the management information.



Education

October 2005:
International Business Leadership Program, Deutsche Post, Warsaw (Poland).

January – August 1998:
General Management Stork, De Baak Business School, Noordwijk.

1993 – 1997:
Postgraduate Controllers Course, Free University, Amsterdam.

February - August 1991:
Various courses in Financial Management, Pace University, Lubin School of Business, New York (U.S.A.).

1985 – 1991: Technical Business Administration, Technical University Twente, Enschede; main subjects: ICT / Finance.


Skills

- Much experience in cost cutting / reorganisations and turnaround management;
- Proven project skills as projectleader (finance and IT projects; M&A and integration projects; etc.);
- Used to work in an international setting.

Languages

English excellent
French moderately well
German good / moderately well


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