International sales manager for Siemens Harbor Cranes. An important part of my job is to coordinate and manage the sales operations across the globe by establishing goals and monitoring the volume of sales with my sales colleagues. With colleagues set up and review progress reports, which will help the global sales organisation to determine sales potential, customer needs, and the pricing of products or services. Work together with local sales staff in all geographic regions and constantly… Show more International sales manager for Siemens Harbor Cranes. An important part of my job is to coordinate and manage the sales operations across the globe by establishing goals and monitoring the volume of sales with my sales colleagues. With colleagues set up and review progress reports, which will help the global sales organisation to determine sales potential, customer needs, and the pricing of products or services. Work together with local sales staff in all geographic regions and constantly monitoring and evaluating the progress of international projects in Container Port Terminals around the globe. Set up strategical marketing and sales activities towards end-users of the harbor cranes to present the Uniq Selling Points of Siemens Project House for Harbor Cranes. Have daily contact with the main Chinese client to coordinate and win projects and business for Siemens Project House Show less

As the production manager I ensure that a new installed manufacturing process of E-bikes run reliably and efficiently. The first main task is to set up and manage a new production line which was installed in June 2018. An important part of this production line is to hire and manage a complete new production team (17 fte’s). In the next 2 months a second production line is planned and also for this line a production team needs to be managed.The second main task is to manage and organize the… Show more As the production manager I ensure that a new installed manufacturing process of E-bikes run reliably and efficiently. The first main task is to set up and manage a new production line which was installed in June 2018. An important part of this production line is to hire and manage a complete new production team (17 fte’s). In the next 2 months a second production line is planned and also for this line a production team needs to be managed.The second main task is to manage and organize the logistical processes which are not ready. Other responsibilities of this position are:• planning and organising production schedules• assessing project and resource requirements• estimating, negotiating and agreeing budgets and timescales with clients and managers• ensuring that health and safety regulations are met• determining quality control standards• overseeing production processes• re-negotiating timescales or schedules as necessary• selecting, ordering and purchasing materials• organising the repair and routine maintenance of production equipment• liaising with buyers and marketing and sales staff• supervising the work of junior staff• organising relevant training sessions• establish close links between production management and general or strategic management and marketing or finance roles. Show less

As General Manager for Délifrance Home Bake BV (80 Fte’s) I managed the reorganization of the production and commercial plant at Ridderkerk. Due to my overall management capabilities, the amount of waste was decreased, the downtime of the equipment decreased and I introduced preventive maintenance. Together with the organization, the supply chain organization was reorganized and the international clients of the local Délifrance sales organizations were transferred to Délifrance Home Bake at… Show more As General Manager for Délifrance Home Bake BV (80 Fte’s) I managed the reorganization of the production and commercial plant at Ridderkerk. Due to my overall management capabilities, the amount of waste was decreased, the downtime of the equipment decreased and I introduced preventive maintenance. Together with the organization, the supply chain organization was reorganized and the international clients of the local Délifrance sales organizations were transferred to Délifrance Home Bake at Ridderkerk. This was all done with very motivated employees, workers and colleagues due to his open and clear communication and short information lines between all departments. Show less

Worked for companies based in the Middle East to succesfully set up trade contracts mainly to distribute West-European products by Middle East distributors in their region. After the release of the Iran embargo I visited Teheran and set up relations with a Iran trade company. As a result 4 distribution contracts were signed for technical parts and products. During the last 6 months of 2016 my focus was changed to financial investment projects and financial engineering projects which were… Show more Worked for companies based in the Middle East to succesfully set up trade contracts mainly to distribute West-European products by Middle East distributors in their region. After the release of the Iran embargo I visited Teheran and set up relations with a Iran trade company. As a result 4 distribution contracts were signed for technical parts and products. During the last 6 months of 2016 my focus was changed to financial investment projects and financial engineering projects which were successful and profitable. Show less

General Manager of the organisation responsible for the EMEA markets. Key Responsibilities: The organisation has 85 fte's. Turnover $90M.Key activities and achievements: I changed the culture from a traditionally reactive supplier of technical services to a pro-active business unit value supplier. I commenced extensive understanding of key account processes to derive and report key performance indicators and introduced continuous improvement teams to better meet or exceed key account… Show more General Manager of the organisation responsible for the EMEA markets. Key Responsibilities: The organisation has 85 fte's. Turnover $90M.Key activities and achievements: I changed the culture from a traditionally reactive supplier of technical services to a pro-active business unit value supplier. I commenced extensive understanding of key account processes to derive and report key performance indicators and introduced continuous improvement teams to better meet or exceed key account expectations. Over the three year period the company’s financial situation improved, disposed of lossmaking UK warehousing, set up Middle East servicing centre to be closer to ME key accounts. As a result I signed 3 contracts with a total value of $ 15M with Middle East airliners and I achieved a yearly turnover growth of 8% and the end results met budget. Show less

Bollegraaf Logistic SystemsRotterdam2005-2012Position: Managing DirectorKey responsibilities: Defining the annual strategic plan and 3 year strategic plan. Scope: 12 Fte's and turnover was € 7,5M and Bruto results profit was 6% average. Achievements:As Director he adapted this € 7,5 M business from standard portal crane supplier to the building industry to a build- to- order solution supplier to improve customer productivity and operator safety serving different… Show more Bollegraaf Logistic SystemsRotterdam2005-2012Position: Managing DirectorKey responsibilities: Defining the annual strategic plan and 3 year strategic plan. Scope: 12 Fte's and turnover was € 7,5M and Bruto results profit was 6% average. Achievements:As Director he adapted this € 7,5 M business from standard portal crane supplier to the building industry to a build- to- order solution supplier to improve customer productivity and operator safety serving different industries in various international markets. Serving the company’s key accounts he analyzed the application environment which resulted in high margin projects because of custom configured solutions. Company profit growth was further achieved by analysing costs and initiating product manufacturing cost reductions in cooperation with existing and new suppliers. All these improvements entailed custom designed, both mechanical and electrical installations that often resulted in double digit savings to the customer. Bollegraaf evolved from a loss-making business to a profitable niche company. Show less

Position: Vice PresidentKey responsibilities: Directly responsible for the Dutch organisation, providing strategic operational support for the sales and engineering sites in Switzerland, Sweden and France. Fred was responsible for 50 fte's direct and 140 fte's indirect. Turnover € 17M.Achievements:As Director, Fred introduced many product and process innovations to improve the efficiency and effectiveness of the company. Stimulated and motivated the engineering and production… Show more Position: Vice PresidentKey responsibilities: Directly responsible for the Dutch organisation, providing strategic operational support for the sales and engineering sites in Switzerland, Sweden and France. Fred was responsible for 50 fte's direct and 140 fte's indirect. Turnover € 17M.Achievements:As Director, Fred introduced many product and process innovations to improve the efficiency and effectiveness of the company. Stimulated and motivated the engineering and production departments to apply new technologies and innovative solutions in the design of capital equipment. For example: Reduction of manufacturing costs by introducing new ideas to combine laser cutting technology and welding activities of the steel frames. He streamlined the complex international sales processes between the Swiss, Swedish and Dutch Lamb organisations for effective tendering to international projects. He vastly improved bottom line of this €15M business, by adding services to other markets thereby maximising utilization of company’s high cost production resources. Show less

Key responsibilities-Profit & Loss responsibility: Turnover € 22M. Ebidta € 4M-Yearly strategic sales and marketing plan and responsible for introduction and results.-45 FTE'sAchievements:Promoted to Business Unit Manager of an €18M business, Fred learned the critical process to set up and manage annual planning with (bottom-up) total involvement and buy-in from managers and supervisors. Profitability was tough to maintain as the market was quite divers and dominated by one… Show more Key responsibilities-Profit & Loss responsibility: Turnover € 22M. Ebidta € 4M-Yearly strategic sales and marketing plan and responsible for introduction and results.-45 FTE'sAchievements:Promoted to Business Unit Manager of an €18M business, Fred learned the critical process to set up and manage annual planning with (bottom-up) total involvement and buy-in from managers and supervisors. Profitability was tough to maintain as the market was quite divers and dominated by one multinational competitor. He learned during this time the special requirements of many market segments and adapted his strategic planning and marketing to it. As part of the Rexroth group he learned techniques to improve sales effectiveness of a distribution network through distributors and agents. Show less