Humphry Van Der Valk Acma, Cgma, Mba Email & Phone Number

Culemborg, Ge, Nl

Utrecht, Netherlands

Utrecht, Netherlands

Utrecht, Netherlands

Culemborg

Oostrum (Limburg)

Boxtel

Conduct all financial control, cost control, financial analysis, consolidation and reporting activities Responsible for all financial activities.Continuation of Controlling activities resulting from termination of the Controllers employment and training of the new Controller.

'S-Hertogenbosch

Landgraaf

Schiphol-Rijk

Liberty Global plc (“Liberty Global”, “Liberty”) is the largest international cable company with operations in 14 countries. We connect people to the digital world and enable them to discover and experience its endless possibilities. Our market-leading products are provided through next-generation networks and innovative technology platforms that connect 27 million customers subscribing to 57 million television, broadband internet and telephony services at September 30, 2015. In addition, we served five million mobile subscribers and offered WiFi service across six million access points.Liberty Global’s consumer brands include Virgin Media, Ziggo, Unitymedia, Telenet, UPC, VTR, and Liberty Cablevision. Our operations also include Liberty Global Business Services and Liberty Global Ventures.

Financial management (Finance Manager/Finance Director/Controlling)Change- and Transition managementStrategic managementSSC implementation(Financial) Project Management

Europoort

The aim was the implementation of two new Software packages, which has happened. In order to be able to carry out this implementation correctly, it was necessary to first examine the existing processes / AO, describe them and make adjustments.• Reviewing the Administrative Organization (AO)• Describe and implement new AO guidelines• Administrative reorganization of the Gas Detection and Maintenance departments• Operational audit of the current work processes, documenting, (where necessary) making adjustments.• Implementation of a new financial (BAS - Belgian system) and operational s / w system (VARY - Belgian system). 01-01-2012.

Hoorn

Migration from BAAN to SAP did not produce the result as expected. The assignment was to provide insight into and adjust the resulting gaps in the stock products and groups after migration. • Check migration of goods from BAAN to SAP • Create new reports, using Business Warehouse, based on SAP output. • Month reporting to parent company Schneider-Electric (in HFM)

Rotterdam En Omgeving, Nederland

• Financial audit 1st quarter 2010 of the Holding and subsidiaries• Proposed, discussed and implemented audit adjustments• Reporting 1st quarter to AFM (Dutch authorities) and the Norwegian Security Exchange

Houten/Zeist

As a result of an accident and then long-term bedridden, it was decided to liquidate the company. Settlement of the liquidation of Evama BV (LadyLine Franchise in Zeist)

Houten

The assignment was to continue the CFO function with the focus on, retaining and further developing the strategic objectives. • Managing the financial department (3 fte) • Responsible for Group Consolidation • Financial Management (implementation and execution) in accordance with the strategy memorandum (in order to achieve this) • Reporting: internal (Supervisory Board and Shareholders) and external • Settlement of audit issues • Forecasting (in particular cash forecast ) for the benefit of the Supervisory Board / Shareholders • Describing and implementing process improvements • Project Manager / Controller regarding the implementation eSynergy / Exact Globe

Zeewolde

With this assignment, the implementation of Exact Globe had to be picked up so that progress could be made here. The business processes also had to be mapped and assessed. At the same time I was responsible as head of the finance department. • Managing the financial department (5 fte) • Responsible for Group Consolidation • Setting up reporting and related monthly activities • Describing and implementing process improvements • Project Controller implementation of eSynergy / Exact Globe

Hoofddorp

During this assignment the responsibilities were taken over and executed from the Reporting Manager who was deployed full time in the migration project to transfer the financial function to Bahrain. In this process, many local reports had to be transferred to IFRS standards. • Responsible for group consolidation (42 entities - 15 countries) and reporting • Compiling the monthly 'Board Papers' • Contact for local controllers in reporting and Hyperion • Maintaining the IFRS standards within the consolidation operations and at the consolidated level for the monthly , quarterly and annual reports • Process description for the transfer to Baghrein (Shared Service Center) • Training the SSC colleagues (securing the work) • Statutory reporting (locally and for Security Exchange purposes) • Contact point during and after migration of activities

Amstelveen

After successfully completing the SSC project, I executed the management position of the HR Accounts / Personnel cluster until a permanent manager was appointed. • Manager of the Personnel cluster (Salary processing and fleet management) consisting of 26 people (direct control of 4 people and indirectly 22 people). • Responsible for further implementation (transition of the people) of the cluster within the SSC • Migrating a division-oriented working method towards a process-driven working method • Initiate and develop / initiate the SSC Strategy Memorandum

Amstelveen

Describing, implementing and organizing the SSC in Amstelveen. I was responsible for the migration for 2 of the 3 clusters. After 5 months, this project has been successfully completed. • Setting up an SSC for the Accounts clusters (General Ledger and Purchasing / Accounts Payable), Personnel (HR Accountants) and the Order to Cash cluster (debtor management and invoicing) • Managing and directing the Accounts and Personnel working groups, which consists of the team leaders from the different divisions. The objective of this working group is to achieve a good transition of the employees and activities from the divisions. • Initiate and enter into communication (structure) with the division controllers ('customers') to safeguard the information flow from the SSC. • Various process descriptions ( from all divisions) as well as the implementation (of process improvements) of this before transition to the SSC • Initiate, elaborate (tw reference frames, determine requirements and record) and initiate the selection of a Purchase Ordering System (eProcurement)

Amsterdam Area, Netherlands

The assignment was to manage the department in which its own activities consisted, among other things, of translating the financial data to IFRS standards and consolidation using Hyperion. • Managing the Consolidation & Payments department (6 people). • Maintenance of the general ledger (on the basis of the input of the Creditors and Branch Administrations) of Bijenkorf Magazijnen B.V. and the generation of financial statements • Monthly reporting • Consolidation of the legal entities of the Bijenkorf (using Hyperion) • Monitoring of the period of closures • IFRS calculation and reporting • Settlement of internal outstanding internal control affairs

Schiphol

• Describe and redesign / implement various AO / IC procedures and processes • Assess budget 2006 (for purpose of the forecast 1st quarter 2006), as well as the multi-year plan (10 years) • Analysis financial reports (based on the agreement concluded by the owners) • (Set up) exploitation of WTC Schiphol reporting • Describe, generate and (re) design all other reportings

Schiphol - Rijk

As a result of pregnancy, the position had to be observed for a few months. The extra activities that were carried out during the assignment are: (1) participating in the SOX testing team, (2) translating to USGAAP - was first done in the USA and (3) eliminating backlogs from 2002. • Maintaining the general ledger of Unisys Nederland and generating financial statements • Reviewing and approving the monthly journal entries to be made • Monitoring the monthly closing • Reviewing and approving the monthly reconciliations • Making, reporting and sending the monthly statutory and interim reports (Hyperion) • Coordination and management of the outsourcing relationship with the (internal) share service centers (including general accounting, intercompany accounting, etc) • Consolidation of the quarterly financial statements (Balance Sheet Reviews and Quarterly Accounting Reviews), for the quarterly reporting to the SEC. • Analysis of Quarterly reports (Tax Treasury, Pension-FAS133) for the SEC report. • SOX testing and documentation • Accounting for annual accounts Unisys International Services BV from 2002 (holding company)

Amsterdam

With this assignment I was responsible, administrative, financial and operational, for the entire process (including all required reports) for the IPO in the USA. • All preparations and execution for an IPO on the NASDAQ (round off due diligence, various contacts with lawyers and Capital investors in the USA, reports and filings for the SEC) • Planning, description and implementation of SOX for the IPO (most of this was focused on on section 404)

Naarden

• Solving the out-of-balance situation of the (too high) stocks and the financial administration.This by intervening in the processes on, both, the operational and financial side • Monthly reporting to the parent company in England as well as the complete preparation of the report to America (for filing with the SEC). • Preparing the year-end 2004 (further processed by the new controller) • Other controllers activities, including Sales and GrossMargin analyzes, cost analyzes etc

Rotterdam

• Setting up Oracle with regard to the new BV (including process description) • Setting up the financial function (both managerial as well as controlling) • Guidance of the administrative department with regard to the "transfer" of the administration from the various BUs to the new legal entity (especially the unraveling the various service units from the existing BUs / projects) • Implementing a new budgeting method • Budget cycle 2004 of all SUs (7 units) • BSC reporting implementation (BSC, KPIs, reporting & analysis, etc) • Implementing (new) charging methodology • Other controllers activities, including assessing investment requests, analyzes (investments and costs)

Amsterdam

• Implementation and implementation budgeting process and cycle • AO / IC procedures (partially) elaborated • Simplified reporting structure • Reporting and analysis for management Advertising business unit

Weesp

During the period May 1997 up to and including December 2000, the function of Corporate Finance Director was performed in permanent employment. From January 2001, the position was carried out as a freelancer, in connection with the closure of a number of foreign branches. January 2001 - May 2003 Work done for CTC Holding, with regard to, redesigning the monthly reports, budgeting 2003. Preparations with regard to the year-end 2002, and in 2003 the various foreign offices accompanied with regard to the year-end closing as well as the consolidation of the entire group (this had an extra time requirement since the accountant changed at the last moment - different requirements -).

Shannon (Ierland) / Schiphol

Within this assignment I was responsible for the complete migration of the financial function (people and systems) from Ireland to the Netherlands. Hire and train new people in the Netherlands. • Head of the financial department in Amsterdam / Shannon (7 permanent and 4 interim employees - this involved people from various backgrounds and from different countries, namely Ireland, the Netherlands, Australia and New Zealand) • Provide legal requirements / reporting to SEC, etc. Irish and English Government Board • Internal reporting to the Supervisory Board at Daimler (Germany) • Taking over the work and responsibilities of the Director of Tax & Accounting in Ireland • Transferring the full, financial function from Shannon to Amsterdam and hiring and training the new employees • Management / Controlling of various projects (including implementation of several FASB / US GAAP regulations, revaluation of the entire aircraft fleet) • Setting up and implementing new reporting processes • Taking care of the monthly reports and financial analyzes to management and shareholders

Amsterdam

Almere

Diemen/Weesp

Amstelveen

Acma, Cgma (Chartered Management Accountant), Post-Doctoraal Controlling

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Cgma, Strategic Management

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Mba, International Financial Management