Co-Managing Director and end-responsible for the overall success of Vitaminstore. Broad CFO/COO role with focus areas: Retail stores, HRM, Finance, ICT, Quality control and Logistics.AssignmentBuilding brand for omnichannel specialty retailer Vitaminstore. Moving from traditional retail formula to a brand. PE owned company. MD and together with the CEO responsible for 25mio sales, 20 stores, online and B2B.AchievementLong term value creation forecast. Translation into a solid year plan 2024 for building the brand. Introducing brand building specialists from my Rituals network. Translating business plan into actionable roadmaps for the MT. Restructuring the finance department and introducing more lean principles for the logistics warehouse. Introducing agile way of working. • Pivoting the business plan including tight budget control and cash planning.

CFO role focusses on structuring and optimizing processes. Responsible for Finance, IT and Logistics. Organisational decision support based on facts and data. Process improvements required in order to make right strategic decisions for new markets, products and strategic partnerships.Leading the finance, IT and logistics teams. Accountable for financial reporting to shareholders and other financial stakeholders including banks and external accountant. Accelerate the digitisation program of the organisation. Focus on integration and development of digital processes, data and systems.

Interim CFO, concern controller, program manager ERP MDM. Change manager. BI specialist. Scrum/Agile approach. Build and improve together. Added value focus.

AssignmentAssisting and advising the executive board and management team in realising their dream to open the first circular department store in the world. Focus areas: building business cases and scenario impact analysis, negotiating with banks and investors, cashflow management, setting up omni-channel retail business processes and BI systems and translating into financial accounts.AchievementsTOMO is due to open her first circular department store in march 2023. Important investors have committed their funds and banks are on board. A start-up company with a clear and important purpose; the work requires improvisation and flexibility.

AssignmentThe impact of the decentralization of youth care and child protection from central government to municipalities is enormous for Parlan. Parlan loses a large public tender in 2018. The concern controller plays an important role in getting the organisation back on track, in delivering a healthy result and establishing a more agile organisation. This change management assignment reaches far beyond improving the planning & control and addresses the organizational structure, governance, stakeholder management, information systems, and organizational culture.AchievementsRestructuring of the organisation after the loss of the tender in 2018. A return to the healthy core of the organisation, downsizing from 65mln revenue to 50mln. Establishing a turnaround from ongoing losses to a profit in 2021. • Active member of board of directors. Trusted advisor and sparring partner to the CEO. Accountability to supervisory board. Advisor and spokesperson to accountant, banks and municipalities. • Improving the planning & control, monitoring and accountability. Forward looking by using business cases and forecasting results and cash flow. From reporting to steering on insights and value creation. Development of risk management framework. Steering on risk and identifying opportunities. Ensuring commitment during change.

Emigrated to the birthplace of my wife on the west-coast of Ireland. Due to homesickness within the family things did not work out the way we expected, so we decided to move back to Amsterdam.

Responsibilities Responsible for finance & control, HRM and ICT / business technology. • Finance: fiscal, legal, accounting and tax. Business control and business analytics. Internal control. Budget and reporting cycle. • Cash flow management and strategic business modeling. • HRM: recruitment. Personnel policy guide. Grading & rewarding system. • Code of conduct. Address corporate culture. • Talent management & employer branding. Initiate management development program at MT level. • ICT: introduced program management office (PMO) for development of ERP omnichannel retail system, master data management and pricing. BI development. IT strategy 2020. • Board of directors: formulate overall Leapp strategy. Translate into actionable plans. Day to day decision making. • stakeholder management. PE owned, founder /CEO/shareholder, supervisory board, bank, accountant. • Managing 3 departments. 15 FTE. AchievementsLeapp in start-up phase: grow the business from 18 to 35 mio sales. • Focus on getting basics in order. Re-engineer incomplete systems. Reporting and unfinished ERP system integration. • Build reliable cash and forecasting model, managing fast growth but loss-making enterprise. Manage cash flow challenges. • Align and translate strategic ambitions to actionable plans and financial forecast. • Build HRM department from scratch. • Transform operational IT cost center to value adding business technology. IT 2020 architecture to align strategic scale-up ambitions. • Refinancing working capital shareholders and bank. • Address internal control on stock management.

Main responsibilities Business control: revolutionizing planning and control, rolling forecast & beyond budgeting. Continuous updates and forward looking. Replacing yearly budgets. Integration with S&OP supply chain. • Business partnering: focus business navigator role, storytelling, business cases, what-if scenarios, benchmarking. • Business projects: MDM (master data management) implementation; ERP implementation. • Business intelligence: global BI program on sales, finance, management, retail, ecommerce, marketing, supply chain. • Corporate finance: multi-mio refinancing, financial modelling, financing memorandum, bank selection. • M&A: financial, tax and legal due diligence master franchise countries, LOI, joint venture, asset deal, business integration. • Managing team of business controllers and analysts. 7FTE.Main achievements Rituals in young adult phase: 200 - 400 mio sales. • Winner “Special Achievement award 2015 for Business Information”. Finalist of Dutch BI award 2015. • Rolling forecast and beyond budgeting. Integrating worlds of supply chain and finance. New revolutionary approach to budgeting and performance management. Change management. Business integration. • Managing the global BI ecosystem with relatively small team of smart professionals. • BI 2.0: omni-channel retail, CRM, big data, predictive analytics. • Creating a high performing team of business navigators and intelligence specialists.

Responsibilities Business control: responsible for planning and control, budgeting, forecasting, monthly reporting and year end closing, management profit & loss, balance sheet and cash flow. • Business intelligence: project leader role, 500K project, 5 team members. Companywide MIS/BI project. Implementation of QlikView and RoamBI. Dashboards for sales, finance, management, retail. Introducing Scrum/Agile. • Business partnering: business modelling wholesale strategy, product and channel profitability analysis, business planning for new countries. • Corporate finance: multi-mio LBO of large shareholder, financial modelling, financing, long term financial planning, scenario planning, cash flow planning. • Investments: business cases for shop investments, project capex. • Business projects: implementation of standard chart of accounts (SCoA). • Managing team of business controllers and analysts. 5 FTE. Achievements Rituals in scale-up phase: 85 mio - 200 mio sales. • Providing high quality decision support in rapid growth to 14 countries and increased complexity with 4 lines of business: retail, franchise, wholesales, travel, and ecommerce. • Successful implementation management information project: project leader, cross-functional team, strategic importance, state-of-the-art BI, new technology, scrum approach, change management. Setup real time ‘sales in your pocket’ turnover reporting mobile app, covering all 400+ stores internationally • Thriving in turbulent times: covering most of the CFO role during the period Rituals was in between CFO’s. • Initiation and professionalization of current control and analytics department.

Responsibilities Setting up reporting and review structure from scratch for Ritual Cosmetics. • Professionalization of accounting. • Initializing planning & control cycle and reporting standards: management P&L, balance sheet and cashflow planning. • Responsible for development of all current financial management information used by board and management team. • Adjusting corporate entity structure for transparency and scalability purposes. • Improving the transfer pricing structure. Achievements Rituals from start-up to scale-up phase: 58 mio - 85 mio sales. • Getting the house on order and creating a scalable platform for the BI project. • Build manual semi-automated management reporting tool. • Introduced a professional planning and control cycle still in place today.

Responsibilities Activity-based costing for annual budget process, costing for pricing, account level profit management, managerial transfer pricing, fiscal transfer pricing, benchmarking and cost management. • Business analysis for decision making at TNT Express Board level. • SOX compliance on controls, procedures and regulations. Achievements Cost Modelling project member: development and implementation of new worldwide and companywide costing approach. Project leader on related projects and process improvements. • Budget process responsibility for countries and networks with total of 1.3 billion euros. • Trainer at multiple day workshops in Europe and Asia.

Responsibilities Planning and control: budgeting, forecasting, analyzing results, and initializing actions aimed at increasing productivity and efficiencies. • Advising business unit and regional management regarding policy and implementation of TNT Mail Masterplan project total savings 300mio euros. Achievements Pilot study masterplan postal delivery. • Taskforce masterplan overhead. • Implementation balanced scorecard. • Implementation SAP FICO and Purchase-to-Pay