Overall management of the preparation, execution and take into operation of the new head quarters of dsm-firmenich. This new head quarters should radiate what dsm-firmenich stands for and facilitates the housing of various staff departments in a modern way.The design and construction is executed by a consortium of project development companies. Guidance from dsm-firmenich is via a support team, a user committee, a design team, a project office and a steering committee.Preparation includes location selection, development of the goals and user requirements, analysis of the stakeholders, selection of the execution form, preliminary design and evaluation of options, contracting of the project development consortium that will execute the project, design and construction, in-and external stakeholder management.Execution includes guidance of the development consortium, verification on meeting the requirements set by the consortium, review and approval of all changes, management of the in- and external stake holders, purchasing items that are outside the scope of the development consortium like furniture, ICT, plants, kitchen, lighting, in- and external branding.Take into operation includes change management towards the inhabitants that need to move from the actual head quarters to the new one, making sure all facility management services are contracted and available, development and approval of all procedures, opening festivities for internal and external stakeholders, solving all punch list items, evaluation of the use and the project.

Various environmental projects on the Chemelot site in Geleen, dealing with historical pollutions. Projects include analysis of the pollution, inventory and selection of most suitable remediation methods, execution of the selected method and monitoring and follow up. Also included is the collaboration with the authorities and stakeholder management.

As project director, management of selected key projects within the unit DSM-Netherlands of DSM. As such being responsible for project set-up, alignment to strategy and stakeholders and execution via project team managed by a project manager.As director PMO responsible for the set-up and execution of a Project Management Office for the projects of DSM Netherlands. The PMO deals with portfoliomanagement, fase transfers, competence development and training, guidance and coaching of project directors/managers.The projects deal with environment, housing, site development and -operations, organizational and strategic subjects.

Management of a project for a new plastic facility in Geleen (conceptual and basic engineering), a new food plant in the USA (conceptual engineering, alignment with R&D) and a food plant in Eastern Africa (feasibility and conceptual engineering)Management of a project for a reorganization of one of the DSM competences world wide (initiation and preparation), management (preparation and execution) of the DSM top conceference in Washington.Management of a project for optimisation of office facilities, including both study and execution of the emptying of one of them.Team lead for the project management and project control management group in Europe of the Large Capital Project department.Benchmarking of DSM project competence against peers, guiding trainings on project management, coaching project managers.

Preparation and execution of the rebranding of DSM i.e. change over to a new logo/brand identity. This included large launch event world wide for 23.000 employees in 30 countries, external launch events to investors/clients, change over of all the signage at the 141 location world wide, change over of wear/helmets/business cards, change over of all mail and word functionality, development and set-up of a brand portal.The role included budget and time responsibility, tune to all relevant stakeholders, management of the project managers and other in- and external support.

Management of a project for a new manufacturing facilities for plastic on the Geleen site, management of the demolition of a chemical plant on the Geleen site.Program director of the trainings for project manager for large capital projects world wide including facilitation and training itself.Project reviews of large capital projects within and outside DSM.Benchmarking of the DSM project competence against peersCoaching project managers.

Plant manager of the plant for producing Aspartame. Including direct operations, tuning to sales and marketing, guiding improvement projects, participation in the Plant manager board of the DSM Geleen site.

Preparation and implementation of SAP for DFS (one of the business groups of DSM) for 25 sites in 10 countries. Including adaptation of the fiscal/legal structure, optimization of business processes, roll out for sales, distribution, purchasing, production, finance.

Upgrade and extension of an enzyme plant in Seclin (France) including process development of technology improvements, engineering, construction, start-up and validation.

Process development of the new process for enzymic production of cefalexine, design and construction of the plant in Santa Perpetua de Mogoda (Spain), start-up of this plant and validation at the FDA and European pharmacopeia.

Set up of the annual project portfolio of manufacturing projects for the yeast plants world wide of the Bakery division. Guidance of the projects regarding tools, project management, technology. Progress monitoring.

Revitalizing the various manufacturing projects at the yeast plant in Felixstowe after a management change. Role included project management of some projects, coaching project managers of other projects, program management.

Process design and trouble shooting for process of yeast, enzymes, penicillium, chemicals in locations in the Netherlands, France, Italy, Portugal, UK, USA.