Driving the growth of Eneco’s renewable asset portfolio Strong trackrecord in Offshore Wind, Onshore Wind, Large Scale Solar, Renewable Heat-sources such as E-boilers and Industrial Heatpumps as well as Shore Power.As a developer of renewable energy sources, Eneco is one of the leading forces in the regions we are active in. Eneco’s One Planet ambitions target a Carbon Neutral footprint of the company no later than 2035 on scope 1, 2 and 3.

(P&L) responsible for Eneco's renewable asset-portfolio (development, construction and operation). Both (large) solar-systems and windfarms (on- and offshore) are part of this portfolio, that has grown strongly over the last decade and will grow even faster in the (near) future being one of Eneco's strategic focus points.

P&L responsible for Eneco's Installation, Service and Maintenance Business Unit (800 fte). Over 600.000 installations and service-jobs are being executed annually, in both private homes and business environment.Designed and executed transformation program that has lead to very strong improvement in financial results as well as enhanced strategic positioning within Eneco Group within one year.

Crosswind is one of the largest offshore windfarms in the North Sea currently under development and planned to be operational in 2023. It will deliver green power to an equivalent of 1 mln households. For more information: www.crosswindhkn.nl

Lid van het algemeen bestuur van de Nederlandse Windenergie Associatie.

Driving operational and financial performance of both Ocean, Air, Ground and Warehousing services in scope of CEVA FM Benelux organization (€ 125 mln turnover). Definition and implementation of best-practice (LEAN) solutions in process setup, tooling and organizational structure as a driving force behind productivity- and quality improvements. Enhanced fact-based steering of our operations by introducing Operational Control framework and easy to use KPI dashboard to support continuous improvement.

Responsible for design, implementation and day-to-day operational management (logistics, IT, administration, training, building) of PostNL's new network of Shop Integrated Postal Points that replaced the old network of traditional Postoffices in the Netherlands during this period in time. Achieved cost-savings of over €25 mln/yr and improved customer satisfaction as a result of the transformation. Effective program management resulted in timely realization of this highly complex program that involved many stakeholders (government, market-authorities, shop-owners chain stores, joint-venture partners). Co-developed strategy 2017 to anticipate on changing customer demands as a result of E-commerce developments and identify additional cost-saving opportunities of over €20 mln.

Manager of one sorting centre (550 fte) out of the six that TNT uses in the Netherlands to sort 80 mln mailpieces every week. Strong focus on (improvement of) process efficiency (+7% in 2008) through LEAN management and engagement of staff (certification for Investors in People (IiP) programme). Implemented major restructuring of work-organization in order to achieve goals.

Leading staff department responsible for the planning of resources in the integral logistical system in The Netherlands (collection, sorting and distribution). Minimizing cost-basis whilst realizing quality- and customer satisfaction objectives (operational excellence). Both on operational day-to-day basis (Plan, Do, Check, Act) as well as on tactical level (dimensioning the capacity of the future network and building the roads to get there (e.g. co-designing restructurings within the network, developing new policies for hiring/releasing staff)