Geevers Auto Parts is specialist in the area of repair body parts for cars and vans. Almost 200 employees serve customers with their technical services and delivery of repair-parts including own warehousing and transportMain activities/responsibilities:- CFO, member of the executive board, responsible for finance and business intelligence

Surplus is a healthcare institution with a complete range of residential care, home care, treatment and well-being. The focus is on the customer's own strengths and capabilities. Surplus believes that the quality of the work arises from the contact between people, because every person is unique. 2,900 Employees and 2,500 volunteers work within the organization to achieve this.

SALTO is an organisation managing 21 primary schools in the Eindhoven district. The schools provide education to over 6,400 students and employ over 520 FTE.

The mission of Carbo Financieel Management is to support her customers in developing, implementing and maintaining a sustainable road to World Class.

SECVO is an organization managing secondary schools at three different locations in Eindhoven. The schools provide education to approximately >3.300 students (vmbo, havo, vwo and gymnasium) and employs >320 people. Besides the continuous improvements in the field of education and organization, recently the organization successfully merged two school locations into one and finalized the construction of 2 new school building within budget (>€40mln).

- The Faber Group is a family owned company with a history dating back to 1891. The group is a leading provider of sustainable, circular packaging and pooling service and operates via 4 divisions: IPP Pooling, PRS Pooling, PAKI and SATIM- IPP is a main European pallet pooler – a vital part of demanding and fast-moving supply chains. IPP operates a circular re-use system for high quality pallets and boxes, and works extensively with well-known brands, producers and retailers- PRS operates one of the most established circular economy systems in Europe, supplying reusable pallets to the plastics industry. The PRS pooling model is the industry standardMain achievements:- As member of the divisional board, ensuring the definition and implementation of key strategic projects and facilitate the further growth- Bringing the finance department to the next level (incl. structure, people, (harmonised) processes, tools) across nine reporting entities in a shared service environment for accounting and financial control, combined with decentral business control- Cashflow managementMain activities/responsibilities:- Responsible for the two closed pooling divisions of the Faber Group

The Production Companies division was within the Group the division responsible for the manufacturing, sales, trade and repair of pallets, boxes and packagingMain achievements:- Defined new strategy for the division. Identified per plant opportunities to grow, merge, (partial) sale or close. Result: End 2020 last production plant sold- Implementation of new strategy (e.g. closure of German factory and UK repair entity, restructuring incl. carve out profitable part out of Belgium factory)- Enhanced the level of the finance department and the internal control frameworkMain activities/responsibilities:- Responsible for all manufacturing, sales, trade and repair activities of the Faber group for pallets, boxes and packaging (plants and repair centers in Belgium, France, Germany, Netherlands, UK)

- Equipe Zorgbedrijven is an independent, privately held group of specialized clinics (Velthuis, Xpert, Helder) throughout the NetherlandsMain achievements:- Accelerated finance transformation and defined and implemented BI/IT roadmap. Finalized ERP implementation. Built foundation to enable growth and to merge administration of new acquisitions into own platformMain activities/responsibilities:- Responsible member of the executive board for Finance, Business Intelligence and IT

TenneT is a leading European grid operator (Transmission System Operator, TSO). The company is committed to a safe and reliable electricity supply, 24 hours a day, 365 days a year. In doing so, it stimulates the energy transition with the aim of a sustainable, reliable and affordable energy futureMain achievements:- Full implementation of revised governance and control- , risk- and project management processes- Improved management on project cost: Due to the higher level of predictability and lowering of project cost, required risk budgets could be reduced and reliability of cash forecasts improvedMain activities/responsibilities:- Business controller, head of project control and MT member for the in 2014 created Performance Unit Large Projects NL, 100+ employees, cumulative 3 billion investment related to big capacity expansion projects in the Dutch onshore network of TenneT- Project leader for harmonizing & strengthening the finance role in projects for TenneT Onshore NL, TenneT Onshore DE and TenneT Offshore

Liander is a leading network provider for electricity and gas in the Netherlands with €1.5Bln in revenue, €1.2Bln in expenses and employs appr. 3,800 FTEMain achievements:- Definition and implementation change processes “Focused Finance” and “Visie op Operatie” (scope: restructuring of 135 FTE finance and 3,500 FTE within operations – net savings >€100mln in five-year period)- Carve out of Financial Control activities from Business Control into Shared Service environment- Optimized capital allocation and business economic boundaries (€0.5Bln investments p/a)- Development of (key) performance indicators to enable the organization to achieve its strategicobjectives and protect and drive progress of business cases- Business Control Framework Main activities/responsibilities:- Member DT (directie team) Liander and MT Corporate Control- Periodic business review with Board of Management - Lead and develop Business and (project) controllers within Liander (9 Business controllers, 10 Controllers and 3 Project Controllers hierarchical and appr. 45 FTE in the Shared Service Center)

ASML is the main Dutch high-tech company and the main developer and supplier of lithography machines used in the semiconductor industry for the production of chips- Defined and executed working capital reduction and cost control programs for both product and non-product related expenditures incl. periodic reviews with Board of Management- Align R&D expenditures with business objectives: Brought business control to the table of the CTO- Enhanced supplier cooperation incl. performance measurement and audits on quality, logistics, technology, costs and sustainability - Ad interim responsible for Procurement Cluster Non-Payroll employees including outsourced development (>1,000 FTE, €200mln p/a)- Full implementation of new product generation process within product groups- Member Internal Control Committee to ensure SOX Compliance

Philips is one of the global leading providers of healthcare equipmentMain achievements:- As first CFO after acquisition, integrated ADAC Labs into Philips: International sales and service office integration, IT integration (SAP roll out, Lotus Notes, Philips Global Network), and outsource staff functions to national organization (treasury, tax, payroll administration, investor relations) incl. synergy control- As deputy Product Division controller solve (potential) compliance issue after integration of the new businesses and SAP implementation- Auditors approval for the BU after revision of all business processes and controls, recruitment of capable staff and SAP implementation while in the meantime safeguarding the realisation of double digit growth

Philip Morris is the leading company in the tobacco industryMain achievements: - PMI activities related to integration of Hungarian factory- Working capital and cost reduction programs- Benchmark performance of factories- Consolidated reporting and analysis of the manufacturing budgets for the EU region