Bestuurder

Responsibilities :- Responsible for merging of the GDF and SUEZ activities;- Building a strategy for the new vertically integrated energy player;- Installing new group reporting requirements;- Board member of various legal entities;- Reporting to country CEO;- Responsible for finance, IT, procurement and PMO.Major achievements :- Successful implementation of merger project;- New strategy for roll out of dual fuel offering and complex product offering;- Roll out of finance function (risk management, decision support, internal audit, internal control, ...);- Cost saving programme through implementation of a new procurement function in the combined entity.Reason for leaving :3 years contract finished ; merger with International Power reduced the opportunities for returning to Belgium in a regional position.

Various projects in both private and finance fields.

Responsibilities :- Responsible for creation and running of finance and treasury function;- Change management champion for finance in the business integration process.Major achievements :- Belgian GAAP closing per year end 2005 for the new combined entity;- IFRS conversion in a record 3 months period;- Building of new finance and treasury functions in the merged entity;- Managing and delivering of 3 main change management tracks;- Leader of strategy think tank, shaping the strategy of the new company;- Sponsor of various business projects;- Active lobbying for new market mechanisms which foster a transparent energy marketReason for leaving :A lack of strategic vision by the new management team, combined with a drastic change in company mentality, have to led to my decision to resign.

Responsibilities :- Responsible for creation and running of finance function;- Member of operational executive committee;- Secretary to the Board;- Reporting line to CEO.Major achievements :- Creation of finance function in a greenfield situation. Finance includes general accounting (8) ,treasury(1),business analysis(6),risk management(2),credit management(6),dunning operations (30) and settlement and gridfee office(10);- Strategic planning process introduced based on Managing for Value philosophy;- Turnaround of cash flow crisis from a low of € -100m to a normalised level of € 50m;- Major input in shaping of new energy market through lobbying actions and active input in industry work groups;- Transfer of B2C customer portfolio through a method which was unique in Belgium;- Sponsor of gridfee and settlement projects;- Highest ESAT of all departments despite highest work pressure and demanding performance culture;- Negotiation of credit facility allowing flexibility and growth while not committing shareholders to any guarantees;- Active role in SPE merger.

January 2002-May 2002Creation of own company active in real estate projects. Currently being managed by my wife.

Responsibilities :- Responsible for mergers and acquisitions;- Responsible for Group IT function;- Chairman of OPC-operational board;- Participation in monthly BOD;- Reporting line to CEO.Major achievements :- Sale of Barcelona plant and selection and purchase of new premises 30 km from Barcelona ; net proceeds realised of 6.2 million Euro;- Leading role in IPO attempt of late 1999;- Implementation of management decision structure;- Sale of Bristol plant (early 2000);- Development of business development and acquisition strategy;- Development of corporate website;- Selection and implementation of ERP software-JDE- and data warehouse software;- Start-up of Group IT function;- Realisation and integration of several acquisitions(Germany, France, The Netherlands and UK);- Redirection of business into vertical supply chain management; attempt to create presence in major European ports;- Asset concentration in some European countries;- Entrance into Eastern Europe.Reason for leaving :The recession of 2001 was catastrophic for the cash flow of the highly leveraged company. It forced them to stop their growth plans.A restructuring and cost cutting programme wiped out one third of the executive committee.

Responsibilities :Recruited as a change agent because of my experience in finance, business restructuring and project management ; both my international background and fast moving consumer goods knowledge have proven to be strong assets in helping to realise the change from a state owned monopoly situation to a fully privatised and competitive company. Major achievements:- Design and implementation of a completely new finance department for the Corporate Customers Division.The finance department included 85 employees and covered following disciplines : strategic planning, investment analysis, budgeting, general accounting, trade development (decision support),internal control and organisation, IT and general affairs. On top of that on average about 40 consultants were working on the various projects within the division. They reported directly or indirectly to me.- Active member of the Management Committee of the Corporate Customers Division, reporting to the GM of the Division and the CFO of the Group;- Member of the BCC (Belgacom Business Case Council), managing an investment portfolio of 700 million Euro;- Implementation of new billing platform-COB (customer oriented billing) and time based billing methodology;- Implementation of IT Steering Committee in the Corporate Customers Division;- Reorganisation of the KVO’s (regionally spread accounts receivable offices); installation of new processes adapted to customer base and new billing platform;- Development of a balanced scorecard for the Corporate Customers Division;- Development of activity based costing as methodology supporting future target costing decisions and supporting regulatory constraints and rules;- Developed new integrated strategic planning model and process for the Belgacom Group;- Y2K Project director for the Belgacom Group. Reason for leaving :The culture of Belgacom did not allow me to join their top 25 executive core team

Responsibilities:- Responsible for the finance departments of B.A.T. Nederland B.V. (21 people) and the commercial division of B.A.T. Benelux (4 people) ; direct reporting line to the CEO and dotted line to the European CFO.- In depth analysis of the social plan structure resulting from the plant closure of 1992 ; setting up of new provisions and an early warning system for the remaining uncertainties ;- Restructuring of Finance, field force audit and EDP Departments, involving downsizing from 21 people to 11 people ;- Upgrading or replacing of remaining staff ;- Developing cash flow monitoring tools ;- Developing synergies on Benelux level (EDP, purchasing, BPCS, factoring,...) ;- European technical responsible for finance graduate program ;- Transferring of payroll administration from Personnel to Finance Department.Major achievements:- Upgraded daily finance operations; uplifted finance to a full fledged business partner, both within the management team and the rest of the organisation;- Successful restructuring of the finance, field force audit and IT departments;- Implementation of integrated software (BPCS) replacing most of the local bespoke systems;- Fully operational early warning system for open ended social plan;- Transfer of payroll administration into Finance;- Completion of synergy project in Benelux region;- Implementation of factoring for the Benelux region, within the framework of Brussels coordination centre;- Recruitment of high level finance personnel within B.A.T. Europe.Reason for leaving :Next step in my career would have been a position as finance director in Chile. Problems in my family did however force me to resign and return to Belgium.

- July 1991 - September 1991 : Internal audit managerStarted in internal audit as member of the regional audit team ; first month based in the UK as participant in an international training program ; internal audit department implemented in Brussels office.Major achievements : created the basis for a new department (audit plans, recruitment of new personnel,...).- October 1991 - August 1993 : Project managerResponsible for :- implementation of integrated software(BPCS)in order entry, logistics and finance ;- full business reengineering ; change of software implementation project into a full fledged business reengineering in Brussels plant and sales office ;- day to day running of the MSD (IT) department of 12 people (after resignation of MSD manager).Major achievements : successful and on time implementation of BPCS linked to a suite of projects (ABC, implementation of business unit structure,...),changing the daily operations and some business fundamentals. - September 1993 - December 1993 : Crisis managerResponsible for coordination of contingency planning during factory redundancy program.Major achievements : smooth implementation of the redundancy program and a blueprint for other companies in the Group undertaking similar programs.- January 1994 - September 1994 : Finance Manager Responsible for the finance department of the commercial division and gradually responsible for Management Accounting in BAT Nederland.Major achievements : empowerment of people in the department and acceptance of finance as a business partner ; start up of a structure for value adding business projects.Reason for leaving :Promoted to the Netherlands.

- July 1985 - April 1988 : Junior auditorSeconded to Arthur Andersen for a period of half a year intensive training, both theoretical and on the job. Involved in external audits of all European sales outlets (Paris, Milano, Rome, Frankfurt, Amsterdam, Göteborg,...).Major achievements : demanding training programme successfully completed and from the start broader responsibility (Europe) then expected. - May 1988 - June 1989 : Internal auditorResponsible for operational audit on Group level as well as for audit of major European and American plants and sales outlets (New York, Atlanta, Chicago,...).Responsible for a department of 3 auditors with offices in Europe.Major achievements : successful completion of operational audit plans and substantial reduction in external audit fees.- July 1989 - June 1991 : Procedures Management Responsible for starting and implementing of “Procedure development/management” on Group level (risk management, procurement, investments,...).Basis for achieving of ISO 9000 certificate in biggest plant (Zwevegem) and achieving of significant cost reduction schemes in several parts of the Group.Major achievements : establishment of new corporate function and achieving ISO 9000 certification required for major customers (Goodyear, Michelin, Firestone, ...); significant improved control environment and implemented several sub-projects which triggered cost savings.Reason for leaving :Bekaert was seniority driven in their succession planning. This did not fit with my short term ambitions.