Senior Vice President Leasing Nederland and responsible for the lease-volume via local Rabobanken and Vendor arrangements. Responsible for 50 fte’s front-office. Lease-volume 1.2 billion euro yearly. In back-office together with the Vice President Back-office responsible for app. 150 fte. Balance sheet total 3.0 billion Euro. Net profit yearly 25 mln. euro. In my role I started renewed attention on Vendorleasing, on an international scale, as this was structured on a Dutch vision (‘to small to handle’). Rabobank, prime partner, was activated via several new (Challenge) programs in order to give a boost to New Business Volume. We created a solid split with respect to small and big ticket leasing. Together with professional management we managed to build ‘real bridges’ with our top-customers in order to make a real connection with them.Market share increased in 2012 / 2013 from 28 to 38 %.

Director Wholesale. Bank in the southern part of the Netherlands. Responsible for 50 fte’s in Commercial Banking and Insurance. After Rabobank De Kempen West it was decided via Management of Rabobank that the next step should be a big regional bank with a variety of ‘cultural influences’. Tasks where more or less the same as within Rabobank De Kempen West.

Director Wholesale. Responsible for in total 75 fte’s in Commercial Banking, Agri and Insurance. Balance sheet total of the bank was 2.5 billion euro and in the wholesale domain 1.2 billion euro’s. In this role my contribution to the organisation was mainly creating the right strategic direction and give a good ‘look and feel’ as related to the external orientation. The Board of Directors was focussed on internal processes instead of building real customer value. Because of the fact that I know a lot of the customers in this region it was easy for me to create a good fit. In this period we managed each year double digit growth and customer value peaked.

CEO. Small Rabobank with 55 fte’s and a balance sheet total of 400 mln. Euro. The bank merged in 2006 with 2 surrounding Rabobanken in the region Bommelerwaard. My responsibility was to keep the bank in a good shape / on track. In this bank / role we created a perfect match in internal - and external execution. Being a small bank we as a Management Team had to balance ‘think Global but act local’. Small bank, same risks....being a real entrepreneur.

Director Back Office. First role in a local bank and meant to get used to the functioning of a local Rabobank (via Interim Management Rabobank Nederland). In this year I restructured the Back Office as to a model of Rabobank Nederland and hired in the end my successor.

Within De Lage Landen, in this long period, I had a lot of roles / jobs. Jobs in the Dutch based Divisions and also the International environment. Jobs with a strong commercial impact but also in the field of Risk / Credit. To summarise: ‘I have seen it all’.Roles: Manager Audit Corporate Centre (1999-2000 / starting of Auditing within De Lage Landen), Manager Corporate Risk Management (1995-1999 / responsible for policies and implementation of solid risk management values within the organisation / in this role I was responsible for the credit - risk management teams on a global scale. This meant that we contributed to the functioning of the teams by training and education in Eindhoven and on site. Above all my team was responsible for the larger Leasing-applications), Director Equipmentlease (1992-1995 / leasing via Rabobanken and Direct markets), Manager Special Account (1990-1992 / fiscally driven leases to large Corporates in the Netherlands), Senior Accountmanager Special Account (1988-1990), Credit Underwriter Rabobank Account (1985-1988).

Traineeship Noord Brabant1 year trainee and in the second year I was responsible for a sub-office in Boxtel.

Assistant ControllerResponsible for the banking facilities. Heavily involved in the financial restructuring in times of turmoil.