Transforming from a family owned (€1bln) to a global corporate (€3.2bln) company with multi ERP and multi Data Lake requires a clear D&A path. I am owning and driving the strategy to generate D&A enabled company value.

Full ownership of the global End-to-End Business Data & Authorizations Strategy (leading up to data driven decisions), Data governance, Quality, Integration and Authorizations framework, while driving best in class Global Business Services and Solutions for the company. Accountable & Responsible for the Enterprise Data & Authorizations community ~75FTE direct and ~60FTE indirect.Main ED&ACC innovation results:- 2023/01 Revitalization of the Access Framework - modular setup across global applications (Operational and Analytics)- 2022/06 Delivering a full overhaul of our data governance program (ownership, mapping, access and analytics) globally with local adoptions supporting our Analytics, ML and AI- 2021/11 Enhancement of the MDM platform, delivering publications to internal & external consuming systems to ensure single source of truth- 2020/11 Delivery of E2E Innovation acceleration. Leveraging data to fuel Go to Market & Innovation Value Tracking- 2020/11 Go-Live e2e Source to Pay data scenarios (Vendor, Contracts, Source Lists, InfoRecords) leading up to 1st time right PO’s and invoicing- 2020/10 Delivery of modular and SoD free user authorizations (role position) setup globally- 2020/03 Delivery of active governance & quality stewardship platform (~4500 business users) for Tier 2 data (eg. BoM, Recipe, Pricing, Contracts, Cost Centre, GL, etc)- 2019/10 Reduction of SoD conflicts with 63%, hence reducing audit findings & cost.- 2018/07-10 Go-Live global active governance & quality stewardship platform (~1500 business users) for Tier 1 data, Customer, Vendor and Material Master Data. Improving First Time Right by 73%, E2E lead time ~48hr and Data Quality 99.51%.- 2018/04 Setup of the Authorization Competence Center (people, process and budget)- Delivering on the End-to-End 5 year Enterprise Data Strategy in terms of people, processes and platform- Significant sustainable year on year cost reductions achieved while ensuring business continuity

In this role I am owning the global End-to-End Business Data Strategy, data governance, quality and integration. Making sure we’re running effective and efficient best in class lean operational processes while transforming the way we operate and maintaining the strategic direction. Working with an enthusiastic group of data focused people (~45FTE) is a pleasure in this fast moving company.Main results:- 2017/09 Accepted End-to-End 5 year Enterprise data strategy- 2017/10 Accepted CAPEX project for Enterprise End-to-End data solution development & implementation- 2017/11 Renewed data migration strategy, methodology and team setup (on- & offshore) leading to reduced cost base- 2018/01 Delivery of global End-to-End governance & quality process design leading to business change & platform development

In this role I am owning & defining the Global Business Data Strategy, the Global MDM roadmap and Data quality measurements. Driving the business harmonization & transformation as well as implementing a single global SAP CRM/ECC backbone, while balancing schedule, budget, quality, resourcing and requirements.Main results:- 2015/06 Establishment of the MDM organization and associated processes - 2015/03 Establishment of the Global Governing Organization across several Sr. leadership levels- 2015/08 Establishment of the supporting technology components (Product Information Management, WorkFlow, Data Quality and Data Migration).- 2015-2017 Successful Business Integration through SAP Program roll-outs, harmonizing business processes and data (design-build-cut over across 8 Business Units, 4 Go-Lives, 14 legacy systems, CRM/ECC/Web in 2 years)- 2016/06 Delivery of active quantitative Data Quality dashboards across the main data domains (Business Partner, Materials and Vendors)- 2017/01 Driving a strategic single source of record and reference for Material Master through the strategic Product Information Management (PIM) platform. Fueling eCommerce, Sourcing and Supply Chain

In this role I am defining and implementing the European Sector Data strategy. Leading the delivery of a common enterprise data model, Global-/European data standards and best practices across all markets to ensure timely and consistent information to run the Business. Taking a leading role in driving data excellence in projects execution, data governance and quality management across the Sector. Managing large cross market & virtual (project) teams to ensure timely and consistent delivery of data activities during the projects lifecycle. While managing the relationships with the Business Stakeholders, Integration Partners and the Business Solutions Team.Most important results:- Globally agreed EU Data Management strategy (2011-2017) & operating model (governance, maintenance and migration)- Globally agreed EU Data dictionary definition to drive common data model- EU Business transformations in combination with SAP implementations*, e.g Russia #2 roll-outs, Western Europe (NL/BE/FR/Nordics) *data standards, data migration, DMO strategy & design and business transformation *Western Europe: 56 legacy systems, 142 interfaces for 4 MUs and 6 manufacturing plants- EU DMO Strategy, Design and Business transformation across multiple countries (e.g. Russia, Balkans, Western Europe)- RFP & Setup of Vendor Managed data services

Heinz is implementing SAP from a global template. Within this project I am responsible for Master Data and Conversion for Continental Europe. Several systems, companies and production sites need to be integrated. Teams e.g. PtP, OtC, PtR, MtD, LE, RtR, Integration, Data and Change Management.Most important results:- One Master Data template, governance and structure for Global Heinz.- Assessment of organizational structure change during projects built phase.- Data conversion for integration test cycles- Data conversion for the production environment- Succesfull Go-Live per August 23

With Heinz I am responsible for Sales Support of FoodService within the Benelux. I report to the Director of FoodService Benelux and I am responsible for 13 FTE.Most important results:- Integration of acquired Wyko business within the Heinz organization per June 23, 2008.- Organizational change of Sales Support into business teams and shift of the departments focus to total customer care.- Initiated, Designed and Deliverd a predictive sales tunnel across the BeNeLux. Successful go-live of the Sales Excellence project per March, 2009, with the goal to ensure effective- and accelerate Sales on FoodService End-user level.- Several by customers accepted price changes.

At Campina I am responsible for the Master Data department (8 FTE). In this role I report directly to the Financial Director. The department’s responsibility is divided in several areas e.g. Material-, Customer- and Commercial Conditional Master Data, Application Support (e.g. SAP SD/MM, EDI, GS1-DAS, Radar, CRM) and invoicing of total CPE Netherlands turnover is part of the department’s responsibility.Most important results:- Reporting harmonization, alignment with controlling and sales. Agreed by the accountant.- Successfully managed several price, customer changes and introduction of new materials.- Standardization of working methods for the Master Data department. - Research to organize a Digital Invoicing process. Stakeholder listing, technical implications and implementation plan.

Besides my functional responsibility, 03/'06 - 12/'07 I participated as team-leader of the Master Data team (9 FTE) and the Conversion team (5 FTE) in a full business process (OtC, MtD, PtP and FtM) re-design in combination with a SAP re-implementation project for Campina CPE Nederland. Responsible for blue printing, built, testing, cleaning and conversion.Most important results:- Harmonization and standardization of Master Data methods between 3 separate companies combined with 5 different commercial organizations has been achieved.- Preparations for European roll-out investigated. Agreed Master Data alignment with all Financial directors of the business units was reached.- Successful SAP Go-Live per October 2007 with successful aftercare.

In this role I am responsible for the Accounts Receivable department and its debt-collecting areas business-to-business and business-to-consumer. Periodic monitoring of credibility of the debtors within the group Campina Nederland in combination with assigning credit limits to these debtors is part of my responsibility.Most important results:- Initiation and implementation of a total credit management process plan in 2004, which resulted in;- Reduction of the overdue with 30% in 2004 and an additional 5% in 2005.- Average payment period for B-B customers of 19 day's in 2005- Business case for implementing Credit Management software. Project is now Corporate.

Worked as a Credit Management consultant with several companies like:- LeaseConcept (Credit analyst)- Leaseplan Nederland (Credit analyst)- Spigthoff (Manager of Credit Management department)- Sanoma (Manager of Credit Management department)- Multilease (Manager of Credit Management department)

- Project organization- Planning and budgetting- Calculate machineryAlso in this periode, I co-started an engineering department in Slovakia for this company. Infrastructure, selection of employees and department housing was part of my responsibility.