Responsible for Solvency II coordination within Talanx Germany Controlling.DWH coordination, improve databasis und search for best alternatives.Finance and Controlling processes.SAP CO, SAP FI, SAP Insurance Analyzer, Cognos, TM1, TN Planning.

Responsible for accounting, controlling, risk management (financial and operational risks), auditing and OPEX in travel and leisure insurance company with 190 Million premiums. Strategy focussed on achieving sustainable and profitable growth in competitive market. Able to achieve all targets in 2011. Delivering quarterly reports to the Supervisory Board and explain, present and defend results and strategy. Strongly improved risk management including compliance. Professionalized budgeting, forecast and annual accounts. Implemented activity based costing. Responsible for implementing Solvency II and Corporate Governance Code. Develop strategy and company policies together with the other Board members. External contacts with accountants, auditors, supervisors and tax-authority. Various contacts within ASR.Member of the Board, Managementteam and Chairman of the Business Risk Committee.Direct reports: 15

Director of newly grounded factoring company. Still small volumes but increasing. Specialised in factoring of independent financial advisors fee's in case the customer can't or is not willing to pay the fee up-front. Installing operating and financial processes, check credits, payments controlling, contact with larger financial service partners to gather experience and reinsure credit-risk.

Within this small sales company with 7 employees responsible for the financials and processes, especially sales controlling and credit risks. Described the main processes in ARIS. Focus on credit risks (broker loans).

Head of Controlling and InvestmentsWorking as expat responsible for Controlling, Risk management and investments in small company with 40 Million premiums. Innovative company (strong position in Fee market) in growth and change situation. Able to achieve all targets in 2009 including growth of 30%. Focus on being a trustworthy partner not just someone sent from headquarter. Develop together with CEO and CSO strategy. Delivering monthly reports to parent-company Fortis Insurance Continental Europe and explain, present, defend results and strategy. Strongly improved reporting and management information (MIS). Professionalized budgeting, forecast and annual accounts. Project responsible for process descriptions and improve internal controls. Implemented Investment guidelines and risk management manual. External contacts with accountants, auditors, investment managers. Various contacts within Fortis Insurance. Member of management team.Direct reports in controlling 2.

Responsible for gathering the monthly report from 10 European operating companies (amongst others; France, Germany, Portugal, Ukraine and Turkey) with a combined profit of around € 150 Million. Challenge the results and create the consolidated Europe report. Focuses on building relationships, no top-down headquarter approach, via regular conference calls and local visits. Challenge the companies during budget sessions. Member of management team Europe. Deliver input to CEO of Fortis Europe with respect to Quarterly board meetings. Contact with CEO's, CFO's and finance employees of the companies. Created a common report among all companies.Further elements include:* Translate the Fortis Insurance International (FII) strategy to the operating companies* Internal monthly reporting * External quarterly reporting (Fortis Operational Review)* Budget process* Challenging budgets and check allignment with FII strategy

Responsible for the controlling and accounting (with focus on project controlling) of the strategic real estate program. These program aimed at reducing the amount of locations from 170 to 30 meanwhile modernize these locations. Total strategic budget up to € 200 Million. Member of management team Real Estate. Direct reports 6.

Became responsible for overall Real estate controlling including project controlling. Member of finance management team. Direct reports 4.

Joined UWV as part of wanted culture switch towards a more market oriented company (UWV was created after a merger of 5 non-profit organisations). Main focus on controlling real estate, for instance rental-contracts for more than 150 buildings.

Controller Individual Life and Manager Process design and development. Successfully implemented a new monthly report using balanced score card approach considering needs of management team. Implemented and coordinated activity based costing. Helped team mangers by describing and improving their processes. Direct reports 4.

Responsible for gaining new brokers in life and increase productivity of existing brokers. Able to start new successful partnerships and developed team approach by sharing knowledge and experience between other account managers.