Responsible for the Domestic Production (internal and external) of Florensis and the full operational and financial performance as such. Responsible for staffing within Domestic Production and for optimizing the total results of Florensis by contributing to the development of the company’s policy and executing the company’s policy in close cooperation with other board members.Add value to the propagation process of starting material (seeds and cuttings) to young plants and the actual delivery to our customers. Do this by setting up a production and logistics organization that is as efficient as possible, aimed at lowering cost per production unit in relation to excellent and defined quality. Increasing customer satisfaction by making sure we supply market-based, stable quality and service measured through internal defined KPIs. Make sure our organization is compliant with laws and regulations and supervise that we remain to have a safe work environment.

Responsible for the Domestic Production (internal and external) of Florensis and the full operational and financial performance as such. Responsible for staffing within Domestic Production and for optimizing the total results of Florensis by contributing to the development of the company’s policy and executing the company’s policy in close cooperation with other board members.Add value to the propagation process of starting material (seeds and cuttings) to young plants and the actual delivery to our customers. Do this by setting up a production and logistics organization that is as efficient as possible, aimed at lowering cost per production unit in relation to excellent and defined quality. Increasing customer satisfaction by making sure we supply market-based, stable quality and service measured through internal defined KPIs. Make sure our organization is compliant with laws and regulations and supervise that we remain to have a safe work environment.

Responsible for directing all production activities, operational and financial performance within Europe and the Middle East (the Netherlands, Germany, Spain, Italy, Israel) for both internal as well as external locations (contracted parties). Developed and executed strategic plans to improve quality, staffing, efficiency, operational excellence and productivity of operations in close relation with the Dümmen Orange BoD. Set specific objectives for all operations and initiates Safety, Health and Environment policy for all operations. On these matters I worked very close together with my fellow colleague Regional Director in Africa.Worked closely with other supporting staff functions to create policies and procedures to support the functional infrastructure.Was responsible for all cost of goods sold (COGS) of European and Middle East organization on a yearly basis.OPEX of approx. 85M on yearly basis next to planning and execution of yearly CAPEX budget.Creator and initiator of many KPIs and dashboards used for operational control and financial reporting (through PowerBI). Responsible for all production staffing in the region. Initiator of the European Grower Connection, a platform where the best growers interactively connect 4 times a year.

Responsible for the worldwide Supply Chain Planning of Dümmen Orange (former DNA Green Group) regarding all seasonal and perennial products (team members located in the Netherlands, Germany and Guatemala).This involved developing crop placement strategies, surface planning, build up cycles and uniform planning tools. Next to that I was responsible for hosting seasonal preview and review meetings involving structured approach on how to improve performance for the following seasons.

Responsible for the integration and merger of Dümmen Group with Agribio Group into the new formed company DNA Green Group supported by private equity firm H2 equity partners B.V.. In this role I managed the German integration and worked very closely with my colleague who managed the Dutch integration. We reported directly to H2 about the progress. Next to the responsibility for the integration of the merger I was also responsible for developing, planning and implementing new automation and sustainability projects.

Responsible for leading the 10ha Rheinberg young plant facility including production, cultivation, technical and shipping departments. In this role I reported directly to the BoD of the Dümmen family company. Next to the responsibility for operational and financial performance I was also leading the automation projects to reduce labor costs and increase Quality on Time in Full (QOTIF) output together with external manufacturers. As a side project I was every year end responsible for the finished plant planning, production and sales at the Rheinberg and external locations.Finally I increased transparency through the creation of dashboard to support cost and operational control.

Responsible for analyzing company processes, drawing them and recommending enhancements. This involved supply chain processes, breeding processes and sales processes. The main focus was all core production processes from harvesting in the African and Latin America facilities up to distribution at the Rheinberg location. The goal was to improve lead times and visualize potential efficiency gains. Further more the analysis was meant to support strategical decision making.