We offer foam based solution for insulation, sound absorbtion and protection applications applied in such sectors as construction, shipbuilding, equipment manufacturing, packaging and logistics. www.thermaflex.com

Via Real is a hands-on investment and business support company focusing on managing change and development. Our objective is to deliver shareholder value to our partners by enhancing the operational effectiveness of an organization in creating value for its clients.Via Real can supply and mobilize the right people, skills and expertise to support your ambition to create high performing sourcing manufacturing, supply chain and distribution solutions. If needed, we help you to overcome a financial distressed situation, transform your company so it can be competitive again, ready for the next level.....Cases: Bianor SolutionsSee Leading change on behalf of Nimbus. IRIS KoeriersFollowing the failure of Nessko koeriers, hans managed the recovery and consolidated four independent curier services into IRIS koeriers, offering nationwide network of courier services.  Hospital Logistics - Via CareIn co-operation with Hospital Logistics Inc (now Plexxus) from Canada a 3rd party hospital logistics service provider in the Netherlands was set up. The company aimed add supporting hospitals to professionalize the logistics and supply chains resulting in lower costs of the logistics, lower stocks, reduced obsolescence levels while improving the availability of supplies. As health care institutions have no opportunity to reclaim VAT, outsourcing appeared to be not the favored solution. Due to the slow development we shelved the project.Other projects have been carried out for: Netherlands Distribution Council, Klok Logistics, Schadebo en Kruidenier Foodservices.

Voorzitter RvC

COO

Bianor, a plastic part, component and OEM / ODM supplier located in Central / East Europe, was sold in 2015 by Nimbus to Rosti. Bianor offers solutions to companies operating in such branches as: home appliances (coffee makers, vacuum cleaners, etc), power tools, white goods, lighting, packaging and automotive.

Via Collect – a solution for the “last-mile” deliveryThe trend to order and deliver goods more frequently and in smaller quantities as well as the anticipated growth in internet sales triggered companies to reconsider their “last-mile”distribution. This observation in combination with an increased pressure from city governments to reconsider city mobility were the main reasons to look into alternatives for the “last mile” distribution.Hans founded Via Collect with the aim to offer such a solution. The concept aimed at building a network of “collection” points located at the main entrance / exit points of (initially) major cities. Via Collect chose to locate its collections points at the P&R locations. Via Collect focus was to serve clients who were in need of efficient, flexible and reliable distribution to consumers and end-users. The concept: users of Via Collect can on their way to their work collect the ordered goods; on their way home drop off returns or shipments; collect shopping’s and other purchases. Easy and without losing time. The via Collect initiative was supported by the EC and the City of Rotterdam, by providing additional funds to develop the concept, TNO who helped to develop the ICT infrastructure and the University of Tilburg who assisted in the commercial development.  A community of launching clients was created consisting of such clients as Ahold, TNT, Kijkshop, Kruidenier Foodservices, Jager office supplies, DOCdata and Technische Unie.  Mid 2002 the first points were opened in Rotterdam. The idea was to proof the concept and seek then further venture capital for the roll-out.Following 9/11 companies started to hesitate to invest in introducing the innovative distribution concept into their operations. As a result, revenues did not develop fast enough and the project had to be aborted.Note: Today the use of collection points is wide spread but fragmented. Collaboration where delivery streams are bundled do not exist.

In 1994 Hans and Tibbett & Britten Plc decided to jointly develop a develop Logistics service provider in the Benelux (3PL) servicing the FMCG sector. In 1994 Metra, VNU’s in-house magazine distribution company, was acquired. Hans led the acquisition successfully.  In the period that Hans was the CEO, T&B Benelux tripled in size through a combination of organic growth and an acquisition; First 1995 Roto Smeets De Boer, others followed. In 1997 Peek & Cloppenburg outsourced it clothing & textiles distribution to T&B and T&B Avance was born. In the same year Avance won a major contract for the distribution for Vögele. In 1999 the T&B acquired Remeijsen, a family owned transport company with its base in West Brabant. A couple of months later Ahold decided to outsource it Jamin Distribution services to T&B Remeijsen. When Hans left the company generated ca. 85 mllion guidlers (ca. 40 mln Euro). Tibbett & Britten's origins are traced to a transport division of Unilever which became independent through a management buyout in 1986. The company grew over the next two decades by acquisition and organic growth, including growth through expansion of contracts with existing large clients as their companies expanded; from 1990 to 2004 the company increased its revenue by ten.  Tibbett & Britten operated globally and provided warehousing, distribution, and supply chain management services, as well as operating rail terminals in the UK. Materials transported by the firm included consumer and perishable goods.Note: In 2003 the company was acquired by Exel for £328 million; a 36% premium on the share price. In 2005 the Exel Group Plc. was acquired by Deutsche Post.

Faxion was a leading clothing & textiles distribution and logistics group. Hans joined the group in 1992 with the assignment to develop and coordinate the execution of a restructuring plan for the Faxion Group. Hans was subsequently appointed as the Operations Director of Faxion-JPJanssen in Venlo where he a led the successful restructuring in the Benelux.

The Royal Nedlloyd Group was a worldwide operation transport & logistics group. Hans joined the group in 1985 as business trainee with Mammoet Liner services. Then moved to the container transport division as manager of a product development and planning unit reporting into the CEO of Nedlloyd. In 1988 Hans moved to Tokyo, where he Trade Manager having the general responsibility for a number of shipping lines covering the intra-Asia and Far East – Africa trades. In 1990 Hans returned to Rotterdam where he became a senior advisor to the board of the Royal Nedlloyd Group responsible for various projects, mostly in the field of business reviews and restructuring services including the disposal of working companies.In the ’90-ties the company was split in a “Land” division which was sold to the Deutsche Post and a “Maritime” division which merged with P&O.

Hans held various positions in the Nedlloyd Group amongst he was Trade Manager - GM Africa trades maritime transport; Strategic advisor - Reym Charters - industrial cleaning company; Management Trainee Mammoet shipping.