Scafom-rux is a family-owned international business. (1000+ FTE). The company produces scaffolds and shoring material in 6 factories located around the world. Products are sold and rented from Branch offices in 20+ countries.

(US$ 5.5 billion revenue, 9.600 employees worldwide) responsible as FD for the Schiedam Execution Centre (US$ 1 billion+ revenue). SBM Offshore is an EPCI company specialized in the production of Floating Production, Storage and Offloading vessels (FPSO’s).Responsibilities:- Project control department (costs control & cost engineering)- Finance department- IT department- Facilities department- Member of the EC management teamMost important achievements:- Contributed in the successful completion of 3 FPSO vessels.- Substantially improved the project reporting on 2 major EPCI-projects. - ICOFR campaign resulted in the uplifting of the executions centers performance by 2 levels (from lagger to leader within the Group within two years’ time) - Transition to new ERP system (from AFAS to SUN5) - Successfully integrated the Schiedam Execution Centre into the European organisation. After the last mentioned exercise the EC Management team became obsolete, inclusing the FD position. The last few months I have worked on Mergers & Acquisitions at headquarters.

(Presence in Europe, Middle East, Caspian region, Asia and Australia, employs 13.000 people, generating €900 million revenue). The activities of Hertel consist of industrial maintenance (scaffolding, site-management, industrial insulation and piping), the construction of (petro-) chemical plants, equipment and piping fabrication, on- and offshore construction of living quarters and trade in industrial products. Responsibilities: - Various Group Departments / disciplines: - Group Consolidation & (External) Reporting - Group IT - Group Finance (a.o. Group Tax, Treasury, Insurances) - Group Business Control & Audit- Regional Finance Organizations (Regional FD’s reporting to Group FD) - Participant Audit Committee meetings.Most important achievements:- Brought the finance organization to another level in the timespan of 6 years: - Conversion from Dutch GAAP to IFRS - Reorganize the Group Finance department & regional finance organizations - Set-up of Group Internal Audit, Reporting and Tax departments - Professionalized finance processes and procedures throughout the organization - Headed various ERP implementations (Cognos, Metacom, IFS) in various regions & countries - Set up of a business control framework incl. Audit campaign - Major improvements in management reporting - Post-merger integration of various acquisitions - Acted as interim CFO for half a year in 2012/2013. During this period, the Group was refinanced (syndicate RCF bank loan and recapitalization by shareholders) and the 2012 Annual accounts and report were successfully completed.

(Germany: 1.300 employees, €200 mln. revenue). The activities of Hertel Germany consist of industrial maintenance (scaffolding, site-management and industrial insulation), the construction of (petro)chemical plants and piping & equipment fabrication. Responsibilities:- Manage a staff of 17 Fte (Control, Finance)- Member of the Management Team, responsible for the portfolios Finance & Control and IT- Reporting to Hertel Holding and communication with the Netherlands HQ in general. Most important achievements:- Integration of the Finance & Control organization in Germany - Development of several management- & group accounting reports- Implementing an ERP system (IFS)- Manage mergers and post merger integration of several companies.- Linking-pin between Dutch (Group) and German Management teams.

(250 employees, €40 mln. revenue). This company was operative in construction, e.g. piping, elevator construction and the building of oilrigs. Responsibilities: - Manage a staff of 16 Fte (Control, Finance, ICT and Procurement) - Member of the Management Team, responsible for the portfolios Finance & Control, ICT and Procurement- Communication with external stakeholders (e.g. banks, accountant).Most important achievements: - Postpone bankruptcy as long as necessary. - Managing sale/takeover of part of the company by Hertel - Cost restructuring, including a reorganisation.

(500 employees, €100 mln. revenue). The business unit originates from a merger of 2 BU's, Industrial Services & Industrial Waste. The BU has a conglomerate character with several strategic (international) participations. In addition to various industrial services (a.o. cleaning of industrial sites, asbestos removal) the BU is active in the field of maritime services and in the field of collecting, processing and trading hazardous waste and detritus oil Responsibilities: - Manage a staff of 23 Fte (Control, Finance, ICT and Procurement) - Member of the Management Team, responsible for the portfolios Finance & Control, ICT and Procurement.Most important achievements: - Integration and restructuring of the Finance & Control organization of the preceding Business Units (including ICT and Procurement) - Acquisition and post-merger integration of various companies- Development of various financial, operational and commercial reports as well as integrated KPI-reporting- Setting up a new financial administration for the office in Germany- Headed the working capital reduction program “hunt4cash”- ERP-implementation (from Exact and JD Edwards to Metacom).

Responsibilities:- Compile Information Memoranda on potential takeover targets incl. financial, tax, legal and environmental evaluations- Company valuations- Report to Executive Board (COO)- Control time path of takeovers- Coordinate various due diligence processes with internal and external parties involved.