As director of the Sales Organization I’m responsible for the departments of New Installation, Modernization and Maintenance. Together, with over 120 colleagues in the Sales Organization we serve our clients in the ‘Benelux’ and parts of Germany from our premises in Veenendaal.Being the director of this division, means I’m guiding several improvement processes. To name a few examples, implementing a brand-new EPR system and development of new products, such as our ‘Product as a Service’ solution: M-Use®. Besides this, processes in all departments are optimized and improved and automatized. The last period we’ve been investing a lot of time to professionalize our project management.In 2022 we started with optimizing our Service department. We’re switching from maintenance party to a service provider. This is possible by making Data Driven Maintenance the basis under our services.Aside from being director of the division of Sales Organization, I’m also Finance director. In this role I’m responsible for the departments of Finance, Human Resources and IT. Approximately 15 employees work in these departments. In the last few years I’ve led the change to almost complete automation of the processes withing these departments. For example in 2017/2018 we’ve prepared our IT-landscape to be able to work completely remote. Besides we’ve integrated all paperwork and different databases and systems into one. We used the Mendix platform to make all these changes.All these improvements were possible because we’ve invested in our people, guiding and motivating them to achieve their potential and valuing everyone for his or her unique qualities. This has resulted in co-workers enjoy coming to work.My motto is: when people feel valued and enjoy going to work, operating profits increases. This is shown by the fact that our sales numbers, revenue and efficiency are increasing. Due to all the successes in the past few years, we’ve experienced a great growth.

While working for Balk Shipyard I was responsible for all the internal business operations. During this period I controlled the process to optimize the organization and continued to reform the internal process. One of my responsibilities was to make an efficient and effective planning of resources within the organization, therefore it was necessary to achieve a good balance between the costumers and the benefit of the organization.Furthermore I worked closely with the CEO/Owner of the company and advised him on strategical, financial, commercial and organizational issues. Another thing I did was translating the strategic decisions we took.Moreover I was responsible for the internal business strategies of Balk Shipyard, so therefore an indispensable part of the organization.Besides this, I was the sparring partner of the CEO/owner by making strategic choices and by financial, organizational and commercial issues. I construes strategic targets to (multiannual) plans and budgets, including the corresponding policies and projects. Balk Shipyard is an organization based on projects, so therefore the focus lays on being ‘in control’. Another task was to clarify the (financial) trends and risks, to make transparent reports and budget control and to signify abnormalities with respects to the forecast and schedules. I was in direct charge of finance, HR and IT. Beside this I was responsible for the purchasers, the reception and secretariat. Together with the purchasers and project managers it was my accountability to set up project contracts and quotations. To maintain the goal of Balk Shipyard to outdo the requirements of the customers, I had to examine whether the deals set up with the customers are realistic in terms of insurances and legal affairs. By following everything that was going on at the market of the yachting industry with a sincere interest, I made strategic analyses and made recommends to the CEO/Owner of the company.