Autorola is an international vehicle remarketing company, helping its customers with an international sales platform, real time online data and workflow management systems to optimize the flow of vehicles.Initially it was key to get Autorola in the minds of the market, customers and prospects. Furthermore, I needed to develop the teams and its managers to improve the team motivation, which was very low.By attracting the right people (and letting others go), creating a vision (together with the team) and going into dialogue with our customers, a positive situation helped put Autorola onto the remarketing map in The Netherlands. A significant growth in turnover and margin was achieved over the years.

Succesfully leading (international) projects which lead to higher customer satisfaction, higher turnover, reduction of cost and margin improvement.

Euromaster Denmark needed to bring the central warehouse solution for light tyres to the next level. As the project manager I am in charge of leading this process to optimize processes to reduce costs, increase turnover and simplify center processes.

Euromaster the Netherlands needed to bring the central warehouse solution for light tyres to the next level. As the project manager I am in charge of leading this process to optimize processes to reduce costs, increase turnover and simplify center processes.

Motivating the teams (22 FTE) was my biggest challenge during this turbulent period. Open communication, coaching and delegation helped my transformation from a manager to a leader.Our above expectations quick and cost efficient work method, during the the termination period, with a result of 18 months sooner closure of all operational and commercial processes (internal and external), have served as an example for all other European countries.

Chevrolet is General Motors’ biggest brand, creating successful, quality and affordable, products . Currently Chevrolet annual global sales are 4.1 million cars. Chevrolet prospers with stylish, fascinating products with expected safety features.Initially I was responsible for new vehicle sales and parts (build up period). The introduction of stringent CO2 tax laws inhibited car sales and in 2013 the decision was taken to close the Dutch business (and the rest of Europe) (termination period).Motivating the teams (22 FTE) was my biggest challenge during this turbulent period. Open communication, coaching and delegation helped my transformation from a manager to a leader.Our above expectations quick and cost efficient work method, during the the termination period, with a result of 18 months sooner closure of all operational and commercial processes (internal and external), have served as an example for all other European countries.

Improved the Chevrolet dealer network and the sales team (8 FTE) through clear vision and goal orientation. Turnover increased by 90% (9700 units / € 113M)A new CO2 tax was introduced in July 2012. The impact of this new tax on Chevrolet new car sales would be dramatic. Showed commercial vision and adaptability through discussions with our European head office, the Chevrolet dealer network and our logistic partners to achieve a sales switch of 200% in the first half of 2012.

Michelin Fleet Solutions delivers international mobility solutions to leading logistics companies in Europe. I was responsible for leading the MFS commercial and operational teams (18 FTE), to achieve the commercial targets.

Responsible for the international FME (Fleet Management Europe) project (60 FTE in 4 countries and in 3 companies) to move invoicing, reporting and management information systems from paper and Excel based processes to internet and other mobile applications. This lead to increased customer satisfaction and improved efficiency.

Responsible for all processes (sales, marketing, logistics and finance) to Kwik-Fit, Euromaster and the dealer network in the UK (£250M). Furthermore, lead and succesfully finalized a project to set-up a central logistics platform together with Kwik-Fit and project leader and initiator to introduce winter tyres in the UK (first years turnover £1M).

Maximising the sales of passenger car tyres to all Key Accounts in the Benelux.