In this role I was responsible for business controlling for Hans Anders Netherlands and Eyes & More Netherlands. Calculating location plans (new stores, relocations, renovations) was part of my daily activities. I was close to the business and formed a bridge to the BI department, where I have set up dashboards for both Eyes & More and Hans Anders to efficiently share the desired insights with the teams.

I was responsible for the implementation, the roll out and the improvement of a set of KPIs to measure the performance of Ingka Centres on a broader set of KPIs than only the financials. To do this I was in close contact with many layers within the organization: MT members, meeting place managers, controllers as well as KPI owners to align on the content. To enable Ingka Centres to track the performance, I have built a dashboard in Power BI together with an IT team and also set up a process for monthly reporting. The KPIs we followed were in the areas of People, Planet, Community, Visitation, Customers, Consumers. I had a lot of contact with both global and local people and needed to build bridges between various different interests.

In this role, I helped to increase visibility on how the commercial KPIs (leads and amount of sales) interact with the spendings on performance marketing. In this way we were able to predict the amount of money needed to reach certain sales targets. For the department Product Development I have made a start to get insight in the profitability of innovations as opposed to monitoring volumes only.

In this role, I made a start with the separation of the financial control tasks from the business control tasks, after which I further developed the business control role. This was only possible in close cooperation with the sales and marketing departments. The result is that the commercial teams now have access to improved business information which enables them to make better decisions. Also, I created the business cases for some big projects for the marketing / sales team.

In this role, I created integral weekly and monthly business information for the commercial and financial teams. When I started, there was some financial information available on the physical shops, but for online sales, one had to search in various systems for information which was not validated by the finance team. Also the financials of our sales abroad and the financials of “own stores” vs “franchise stores” were partially available and divided over different systems. Because the organization was built up by product category teams, there was a strong desire for integral information per team. I have created this in close contact with the business as well as the finance team.

In this role, I prepare the figures (both actuals and forecast) of the Corporate Key Accounts in close collaboration with the commercial controllers of the Segments. For this reason, I am also the financial sparring partner of the Corporate Key Account Managers. I have improved the cost management within the Sales Excellence Team. Also, I work towards a further Customer Segmentation and a further monitoring of Supply Chain Financing.

In this role I have participated and supported the transformation to a contemporary data driven organization. In both departments, I have calculated the impact of various business plans and build more insight in the figures. In this way I enabled decision making on complex matters. Amongs others, I created insight in supplier contribution, head count calculations, several business cases for commercial projects. Also, I have created the CatMan and Marketing budget 2020 in close contact with the business partners.

In this role I created the function of Commercial Controller. I was in the lead of the weekly figure meetings on Mondays. I created insight in and management of the Supplier Contributions. Next to that, I initiated and created a profitability analysis of the suppliers, which was used at the year-deal negotiations by the buyers. Also, I created more insight in the full P&L which enabled us to better manage profitability.

In this role, I was part of the MT for the Clusters “Home & Garden” and “Electronics”. Next to that, I was also the controller for “Plaza” (the platform on which partners can sell their articles on the Bol.com website).I initiated deeper analysis on margin figures to enable cluster members to better understand and act upon their figures. Within the newly created Plaza team, I enabled more knowledge and understanding of the Plaza P&L. I worked closely together with the Clusters enabling us to obtain the best result as a team. The initiation of a P&L training for the team as well as the daily stand-ups we had during the Holiday Season were clear results of this.

In this position, I was responsible for setting up the sales controlling function at the production site in Ede. I have created insight in customer and brand profitablitily and helped account managers to create more profitability for their customers. I have implemented month close and forecast activities and given insight in year deal impact per customer.My main contacts within the organization were, next to the financial team, the sales director and the account managers.

In this position, I was the finance person for sales and for the marketing team. For the yearly negotiation I calculated the impact of proposals vs the target and I also made a rough estimate of future profit of new ideas. Furthermore, I was part of the marketing team for a major innovation. I built up the complete business case for 2 countries with many variances to base our decisions on.My main contacts within the organization were, next to the financial team, the marketing team and the account managers.

Within Global IT the IT innovations were spread over 9 Centres of Excellence. 5 of which had me as their project controller. This means that I did the controlling of 80 IT innovations spread of 40 project managers with a value of 25 Mn Euro in 2015. Some of the tasks I did were: calculating business cases and preparing the rolling forecast which resulted in the formal LE and annual plan. Also the alignment of many different stakeholders with different interests had my ongoing attention. My main contacts within Heineken were next to the financial team, the Centre of Excellence managers, the delivery managers, the project managers.

When I started at this assignment, my predecessor had already left. The successor was hired but able to start after 2 months. It was my job to make sure she would have a good start. There was no management information available. In close contact with the financial director, the sales director and the account managers I have created this. I also simplified the month end close process as well as the rolling forecast. In this way I created the possibility to analyse and advice based on the numbers. In this way, the new commercial controller can add much more value to the business then previously. My main contacts within Friesland Campina were, next to the financial team, the sales director, the account managers and demand planning.

In this position, I am the finance person for sales and therefor responsible for all P&L lines between Gross Sales and Net Sales. My contribution varies from Period End Close activities to preparing the internal sales budget for 2014 (sales per channel, trade terms per customer, pricing). Next to that, I have been building up new financial information for the sales department to fill in the gap which existed after the implementation of SAP. I am involved in the yeardeal nego’s and the calculation of the financial impact of all proposals. I advise the sales director and the finance director on this.Within Nutricia Baby, a project is started to review all trade terms and the pricing strategy. I take part in this project.My main contacts within the organization are, next to the financial team, the sales director and the account managers.

In this position, I am the finance person for marketing and sales. My contribution can vary from calculating business cases for NPD’s to being part of the decision making around budgets and other marketing issues.I am also a member of the Business Team for a major customer. This team is responsible for the strategy and the customer profitability. My third task is to set up a new financial information set for sales and marketing which can be used on a regular basis. After the system change to SAP, there has been an information vacuum which I helped to resolve as much as possible.As Commercial Controller, I am sparring partner for the sales managers and the product group managers. Main responsibility is to develop and share financial business information and analysis on customer-, product group- and brand profitability as the basis of corrective actions.

In this position, I am part of the Business Teams of 5 countries. The Business Teams are responsible for the result.As Business Controler, I am sparring partner for the sales managers, brand managers, and the key account managers.Main responsibility is to develop and share financial business analysis on customer-, brand- and country profitability as a basis for corrective actionsAlso the development of the annual plan is a joined responsibility of the teams. My role is to collect all the relevant information and to put everything together into a cohesive plan.

I am responsible for the financial calculations for international new product development projects. In these calculations, I prepare a consolidated global P&L with all the countries involved as well as an (if needed) payback calculation of capital expenses.Furthermore, my responsibility is to initiate and provide any financial analysis. This information varies from monthly results to detailed financial analysis on certain segments. I have also presented quite some financial topics to non-financial people in order to help them to better understand the impact of their actions and decisions.

In this position, I was responsible for the delivery of the monthly results for both the departments Trade and Marketing. Next to that, I implemented a new system for year end bonusses for Trade customers and I implemented a new way of transportation for our products to reduce the costs. I was also responsible for the financial calculations for new products for marketing.

In this job, I was head of the department (3 persons) which was responsible for the reporting and analysis of the monthly actuals. In this function, I have managed to automize a lot of the work that needed to be done in order to enable the team to spend more time on analysis and understanding of the figures.Next to the monthly actuals, my department was responsible for the annual plan: not only on time in full reporting of the plan but also knowing and understanding the stories and plans behind the figures.