Set up a Business Unit in Qatar and lead an international team of 18 consultants to accelerate, improve, and sustain the rollout of internationally benchmarked best practices at QatarEnergy (Refinery, LNG,and Offshore in Qatar). The main deliverable was improving the Maintenance Execution performance, resulting in an significant increase of the productivity.

Manage a global program at Rieter Systems (Switzerland) to improve the Quality performance of the machines produced across their sites in Switzerland, Germany, Czech Republic, India, and China. The restructuring of their Quality organization and implementation of a quality management framework has reduced the cost of non-quality significantly.

Led a team of 6 experts at ASML Manufacturing Services to increase performance and cooperation between all warehouse teams to stabilize and improve the deliveries to the two main factories in Veldhoven. On-time delivery has improved significantly.

Upgrade the logistical processes and physical warehouse and move towards high-level third party logistics and e-fullfilment.- Define new way of working to deliver the right customer value.- Select and implement a new Warehouse Management System.- Implement and onboard the new customers.- Manage the day-to-day operations.- P&L responsable.

Taking on several Supply Chain projects for Solidus Solutions Group (PE-owned) to stabilize production planning and reduce stock levels. This resulted in a significant drop of finished goods inventory.Projects in Supply Chain for Converting Benelux.- Stock management regarding Finished Goods (ABC/XYZ analysis)- Service Level Agreements for Key Accounts to ensure optimization throughout the Supply Chain.- Transport optimization for delivering Finished Goods.- Implementing a daily management structure including KPI's and visual management- Improving Flow at the production site in Zutphen, decreasing inventory (FIFO-lane) and stabilize production processes

Supporting the Lean Deployments for the EUV Factory to move from pilot production to full scale production.

Running programs at the Rabobank to increase the quality and productivity at local banks and newly initiated Shared Service Centers, during a period of three years when the organization was restructuring to save costs.- Rabobank COF - Program Management for the Accelerate Program and facilitating the deployments for site Zutphen and Heerenveen.- Rabobank ‘s Hertogenbosch e.o. - Coordinating the transition and implementation to RaboLean. Strategy Deployment, Coaching Management and Green Belts.- Rabobank Hart van de Meierij - Coordinating the transition and implementation to RaboLean. Strategy Deployment, Coaching Management and Green Belts.

Deploy several Lean programs for FrieslandCampina in South Asia at Alaska Milk (Phillipines) and the regional Financial Shared Service Center (Malaysia).

See accomplishments under Projects...

Merging four companies within PON Commercial Vehicles regarding Supply Chain Management and managing their relocation to the Head Office near Utrecht. Responsible for the day to day management of the departments Supply Chain and Production, a total of 26 employees.

Responsible for Operations, Customer Service and Credit Control, a total of 35 employees. Achieving a breakthrough result in the Supply Chain, this reduced thelogistical cost by 15%.

Implement Process Safety in The Netherlands and Belgium. Responsible for compliance and the licenses of 7 LPG depots across The Netherlands and Belgium. Lead Safety and Financial audits across Europe at other SHV Energy organizations.

Management Traineeship via Fast Forward

Management Traineeship via Fast Forward

Management Traineeship via Fast Forward