Als Bestuurder verantwoordelijk voor de Nederlandse outdoor retail keten Bever (onderdeel van Yonderland (BE) en in eigendom van private equity PAI Partners (Fra.)). Binnen het MT verantwoordelijk voor Finance, IT & Property.Ik draag zorg voor alle Finance activiteiten binnen Bever: de financiële administratie, Risk & Compliance, Cash Planning & Working Capital management, Business Control, Budgeting/Forecasting & Reporting. Naast Finance verantwoordelijk voor local IT en de vastgoed activiteiten (afdeling Property).

- Verantwoordelijk voor de Business Control activiteiten van de retail formules van het familiebedrijf Blokker Holding (jaaromzet ca €1mrd).- Medeverantwoordelijk voor de uitwerking van middellange strategieplannen i.s.m. een strategieconsultant, leidend tot de op 16 mei 2017 aangekondigde herpositionering van het Blokker concern met verkoop van alle retail ketens m.u.v. Blokker en ontmanteling van de Holding- Implementatie van een planning & control cyclus (jaarlijkse begroting, 2x tussentijdse herijking van het verwachte jaarresultaat) en de periodeafsluiting van de diverse werkmaatschappijen incl. analyses en verslaglegging erover aan de Concern Controller, de Raad van Bestuur van Blokker Holding, de Raad van Commissarissen, aandeelhouders en externe partijen (o.a. kredietverzekeraars)- Projectleider van huurcontract heronderhandeling van de Nederlandse distributiecentra en Nederlandse winkelpanden, resulterend in een gemiddelde looptijdverkorting en huurkostenbesparing- Betrokken bij diverse strategische projecten, waaronder een potentiele acquisitie, kostenbesparingsmaatregelen, het opzetten van een 13-weeks liquiditeitsprognose en investeringsvraagstukken

Responsible for leading the strategic planning cycle, comprising of the 3-year Long Range Plan, the Annual Business Plan and the Quarterly Business Review meetings towards European Senior Management. Ensuring the execution of the projects defined in the Annual Busines Plan by coordinating the Project Management Office.Responsible for the Business Intelligence department, delivering Business Performance Management reports, Customer/Category and Consumer/Shopper insights.

Providing advice and hands-on execution support to midsize/large size companies in doing acquisitions or divestitures by leading teams in pre-deal (operational) due diligence work and post deal transformation support. Besides client work, I have also been active in business development by developing new client service offerings, e.g. Corporate Simplification and the CFO Office and in the recruitment and development of new employees.Some projects I worked on:- Carve-out and sale of a Dutch company active in the design, build and supply of equipment for the on-/offshore industry- Carve-out and sale of an European pet food manufacturer- Due Diligence for the split of a Dutch multinational postal & packages company- Finance work stream lead of the carve-out and subsequent integration of two large European banks- Overall Project lead of an European business simplification project for a US company in office supplies to drastically reduce the number of legal & financial reporting entities- Finance work stream lead in a Value Chain Transformation project of a Dutch Coffee & Tea company- Finance lead of a restructuring project of a Dutch private owned international musical production company

Responsible for leading the innovative KLM e-Enabled Aircraft program, with the objective to optimize business processes and enhance passenger satisfaction.- Introduction of the new Boeing 777-300 aircraft in the KLM fleet, equipped with the IT network, broadband satellite connectivity and selected applications, all fully operational on the delivery flight - Project management of projects like e-Aircraft Technical Log (e-ATL), Onboard Ticketing, GateConnect, wireless passenger internet and the set-up of an IT maintenance & support organization for the hard-/software onboard of the aircraft, on the ground and for the data communication between aircraft and ground- Stakeholder management, resource planning, preparation of capital investment proposals, budget allocation/-responsibility and risk & issue management- Definition of the long term KLM e-Enabled strategy and implementation plan for all new and existing aircraft, including the related business case and capital investment requirement (est. ca. €65mln)

Responsible for the Financial Planning & Control cycle of KLM Cargo and Air France-KLM Cargo (annual turnover €2,3bln, ca. 5.500 Fte)- Manager of the KLM Cargo Financial Planning & Control department (3 Fte), leading the month end closing process (e.g. consolidation, forecasting & reporting process), including presentation to the Cargo Management Team and KLM Executive Board- Responsible for the Financial Business Planning Cycle, comprising of the long term (5 year), midterm (3 year) financial projections and annual budget plan- Project lead of the financial integration of Air France Cargo and KLM Cargo (ao. set-up and implementation of the joint P&L, joint planning, budgeting, forecasting & reporting)- Involved in several business related topics, like network optimization initiatives, cost saving initiatives and the implementation of Sarbanes-Oxley controls within KLM Cargo

As the right-hand of the Senior Vice President Fleet Service, responsible for the day-to-day management of all activities related to the specification and introduction of the new Boeing 777-200 and Boeing 747-400 Freighter aircraft.

Responsible for driving intranet / internet projects for KLM Passenger business

Financial Trainee working in the Cargo Network & Alliances department