Assignments

Work experience | Employment | interim

Interim Manager Business Control Store operations | Plus Retail 2023-2024

Plus Retail is the 3rd largest supermarket chain in the Netherlands with approximately 550 stores

 

  • Manager Business Control Store operations, responsible within the MT WO for the entire financial package
  • Managing a team of 4 business controllers
  • Business partner for Director of Store Operations
  • Completely new design of own branches (from 12 own stores to approximately 110 own stores)
  • Redesign budget and forecast process
  • Modeling new processes and new structure needed because of the merger of Plus and COOP
  • Developing team members



Interim Teamlead Business Control Logistics | Bol.com 2022

Bol.com is one of the largest online retailers in the Netherlands and Belgium


  • Teamlead business control logistics responsible within the logistic MT’s for complete financial package
  • Managing a team of 4 business controllers
  • Business partner for Directors Logistic operations and Innovations
  • Redesign the complete Forecast and budget process within Bol.com
  • Re design of cost awareness control
  • Implementing this new role within controlling and logistics
  • Development of team members
  • Sparring partner for all control area’s
  • Reporting to Manager Logistic Control and Director Value creation



CFO NDS | DA & DIO drugstores 2017-2018

NDS is the parent company of DA and DIO Drugstores

 

  • CFO of NDS and all (12) subsidiaries
  • Within the board responsible for and managing Finance, Control, HR and IT departments
  • Responsible for redesigning financial, IT and HR processes
  • Responsible for mergers and acquisitions at strategic level.
  • Management of the merger between FACO and NDS
  • Working at a high strategic level to solving day-to-day operational problems
  • Partner for CEO and logistics, purchasing and commercial directors
  • Reporting to CEO and holding CFO
  • Consultant for redesign Commercial, operational and logistics processes
  • Sparring partner for banks, accountants, PE companies, shareholders, suppliers and franchisees

 


CFO FACO | DIO Drugstores 2013-2017

FACO is the largest Dutch private and wholesale company for independent retailers in Health and Beauty. DIO is the franchise formula fully maintained by FACO. In addition to DIO, FACO is the main supplier of many independent retailers and internet shops.

 

  • CFO for FACO Beheer BV and all (7) subsidiaries
  • Within the board responsible for and managing Finance, Control, HR and IT departments
  • Responsible for mergers and acquisitions at strategic level.
  • Management of the merger between FACO and NDS (Nederlandse Drogisterij Service/DA)
  • Working at a high strategic level to solving day-to-day operational problems
  • Partner for CEO and logistics, purchasing and commercial directors
  • Reporting to CEO and Shareholders
  • Responsible for redesigning financial, IT and HR processes
  • Consultant for redesign Commercial, operational and logistics processes
  • Responsible for the switch from red to black EBIT
  • Development of revised vision and strategy with management
  • Sparring partner for banks, accountants, PE companies, shareholders, suppliers and franchisees
  • Managing the sale of FACO Beheer BV and all affiliated companies to NDS (parent company of DA)
  • Managing the merger of FACO / DIO with DA; 2 companies, 2 offices, 2 logistics centers into one
  • Ad interim CFO and when the merger is complete (October 2017), CFO of DA / DIO

 

Finance Director Miss Etam 2009-2013

Miss Etam is the market leader in women's fashion in the Netherlands. With 141 of its own stores, it serves 35 million customers annually. Miss Etam is part of the Etam Group, together with Promiss and Etam Retail Services.
o Turnover approx. 225 mln, EBIT 19 mln, 1800 FTE (2012)

  • Financially responsible for Miss Etam (142 stores, head office)
  • Responsible for business, commercial and operational control Miss Etam
  • Partner of Managing Director and Sales Director Miss Etam and CFO Etam Group.
  • Co-responsible for Miss Etam's vision and strategy (including investments, sales channels)
  • From high strategic level to solving day-to-day operational problems
  • Cost restructuring, including structural reductions (eg 8% on labour).
  • Managing Control department (3FTE) Miss Etam
  • Functionally responsible for accounting (12FTE)
  • Partner of Supply Chain, HR and IT management
  • Responsible for managing and improving the budget processes (5 years / 3 years / annually and revised)
  • Development and implementation of structured investment approval and evaluation process.
  • Reporting to CFO Etam Group
  • MT Miss Etam and senior management Etam Group
  • Steering group member Miss Etam.nl and Promiss.nl E-commerce shop, ERP (SAP), Store automation
  • Responsible for implementation SAP FiCo
  • Sparring partner for legal affairs, accountants, banks

Senior Controller Operations V&D 2007-2009


V & D is the largest department store company in the Netherlands with 63 department stores. It serves nearly 100 million customers annually.
o Turnover approx. 760mln, operational EBIT 160mln, 5300FTE (2008)

  • Responsible for the business and financial control of the 63 department stores V & D
  • Introducing the Strategic Resource Management model as a management control system
  • Responsible for strategic choices on fashion/hardware/food to optimize margin/m2
  • Steering committee member strategic turnaround V & D
  • Responsible for labor analysisand implementation measures to reduce labor 5%.
  • Responsible for Operations Control and W&V responsibility for the V&D stores
  • Responsible for managing and improving the annual budget process (commercial/operational/financial)
  • Development and implementation of structured investment approval and evaluation process.
  • Advisor to operations director and regional managers.
  • Partner of IT and logistics management
  • MT member V & D Operations

Senior Controller | Interim Manager Finace 2001 - 2007

Finace is one of the larger consultancy and interim companies in the Netherlands.
o Turnover approx. 100mln, EBIT 5mln, 800FTE
As an interim manager I have completed several assignments for Finace:

Manager Parents & Holdings Unilever  2007

  • Managing and coaching a team of 7 highly experienced accountants, motivating and creating synergy
  • Responsible for the accounting and external reporting of the two parent companies (UK GAAP and IFRS)
  • Responsible for the accounting and external reporting of 120 holding companies (Dutch and British GAAP)
  • Responsible for the accounting, internal consolidation and reporting of these companies under IFRS
  • Responsible for reporting to CBS, DNB
  • Sparring partner for internal and external auditors, legal affairs, treasury and control.

Senior Global Program Controller Shell Downstream IT  2005-2006

  • Responsible for global program and project management at Shell Downstream B2B IT
  • Sparring partner for senior management, program management and project managers
  • Established structured global B2B processes and procedures
  • Creation of Global Finance for IT Projects
  • Manage multiple virtual global finance teams working on IT programs and projects.

Group manager Credit Management Achmea AH  2004 - 2005


  • Management of multiple teams (15 and 20 people) Credit Management Achmea Accounting House
  • Backlog (5-6 months) in production converted to daily production
  • Positive attitude and feeling created within team
  • Smooth transition from Achmea Healthcare to Achmea Accounting House
  • Harmonized processes between Achmea Healthcare and Achmea Accounting House Credit Management sites
  • Development and implementation of new procedures and processes at Achmea Healthcare and Achmea Accounting House


Senior ICT Consultant Balances 2003

  • Responsible for the implementation of project control within a project structured company, working according to the Prince II methodology
  • Drafting procedures, work instructions and reporting tools to control projects in all respects.

Program controller UWV 2003

  • Responsible for the complete Project Control of the SUB (Cooperation UWV & Tax Authorities) program
  • Budget implementation development and control, forecasting, risk analysis
  • Managing 3 project controllers and 2 project managers
  • Sparring partner for program and project managers
  • Development of operating environment for the merger of UWV and Tax Authorities for this program
  • Development and introduction of completely new control structures and measures for both companies
  • Changed budget methods for the UWV, stripped of double budgeting
  • Training project managers in developing business plans.

Interim Controller Royal Dutch Shell NV 2002

  • Responsible for the successful outsourcing of all cash management activities to treasury department Shell Group (London)
  • Responsible for development and implementation AO / IC Royal Dutch
  • Responsible for successful outsourcing of accounts payable to Central AP/AR department Glasgow
  • All control activities for Royal Dutch including managing 4 administrators, reporting according to US GAAP and sparring partner towards accountants (internal, external) and banks (worldwide)
  • Reduction of the number of FTEs through efficiency and outsourcing activities.

Senior Consultant EuroShell Cards BV 2001 - 2002

  • Responsible for the development and implementation of the Accounting Manual, Manual of Authorities, Business Control Framework and Corporate Governance Guidelines.

Controller Etos 1997 - 2000

Etos is a subsidiary of Ahold and one of the largest drugstore and perfumery chains in the Netherlands.

o Turnover approx. NLG 822mln, EVA NLG 2mln (1999)


  • Responsible for operational control and therefore responsible for 180 own stores and 240 franchise stores (including budgets, forecasts, investment calculations and decisions, daily control of sales and costs)
  • Responsible for periodic management reports, revenue reports and forecasts
  • Responsible for the total budget process
  • Responsible for overhead control and logistics control
  • Managing 2 Junior controllers (overhead and logistics control) and 1 assistant controller
  • Acting CFO (in absence)
  • Responsible for training store coaches in finance
  • Responsible by automating shortening the sales information from 3 days manually to the next day
  • Responsible for the development and implementation of periodic total P&L (up to EVA - Economic Value Added) reporting at store level
  • Development of Boston Consulting Matrix at the store level
  • Structured investment approval and evaluation process completed
  • Controller of the acquisition of several stores (including Boots drugstore) to Etos
  • Development and implementation of rolling forecast for the full P&L per store 12 periods
  • Contribution Margin per Category Manager developed and introduced.


Financial Controller IIR 1995 - 1997

IIR, Institute of International Research, is a conference and seminar company. Approximately 70 conferences per year.

o Turnover approx. NLG 7mln, EBIT approx. NLG 2mln. FTE 40 (in the Amsterdam office) (1996)



  • Responsible for the total administration (including management reporting, personnel administration), including reporting to General Manager and CFO IIR Group according to US GAAP.
  • Managing the BackOffice, including customer service (3 persons), IT (1 person) and administration (2 persons)
  • Acting General Manager IIR Amsterdam (40 people)
  • Functional management of the Junior Financial Controller and functionally responsible for the BackOffice of IIR Technology in Maarsen
  • Responsible for training new financial and international controllers for IIR Europe
  • Sparring partner for accountants, banks, tax authorities, suppliers
  • Introduction and implementation of a new package of employee administration (cost- and time-saving)
  • Introduction and implementation of the BBScorecard.


Assistant Manager MI Van den Bergh Netherlands 1992 - 1995

Van den Bergh Nederland is a subsidiary of Unilever and produces 60% of the total sales of margarine in the Netherlands and all Calve sauces and dressings.

o Turnover approx. NLG 810mln, EBIT approx. NLG 120mln (1994)


  • Responsible for the monthly P&L reports to management and Unilever Management
  • Responsible for daily control and analyses
  • Managing the budgeting process
  • Project leader of the end users for the implementation of SAP / R3 Fi / Co
  • Responsible for project administration (3 persons)
  • Jointly responsible for shortening the monthly reporting process from 2 weeks to 3 days
  • Jointly responsible for a successful implementation of SAP / R3 Fi / Co


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