Executive Support for industrial organizations

Support and guidance on strategy and related actions for CEO and owners, the private equity firm Doughty Hanson.GE has acquired LM Wind Power

Developing new strategies and technologies, attracting the main global customers to become preferred supplier and market leader.The organization has got a very successful turnaround. ( 10.000 FTE's and 14 global locations)getting out of a distressed situation.New funding for growth has been arranged and one of the operating companies ( Svendborg Brakes) has been successfully sold.

Instrumental in growing a small windturbine Company, Bonus, aquired by Siemens, to become a succesfull global Leader in the Wind IndustryThe right people, and challenging team spirit, introducing processes ,structure and systems to get a stable platform for growth as wel as continuously improving, smart lean production and a global production network with global suppliers and production locations (2500 FTEs) are just elements involved in the growth process. Growing from 500m turnover to 5 billion within 5 years and from one location to 7.The change was very successful and Siemens Wind Power can certainly claim to be best in class in the industry.

GE has acquired Enron Wind, I stayed on and was responsible for the development of global procurement for wind turbine components. Supporting and active in developing the organization to be able to grow from 500m to 2b within 3 yearsThe strategy for further cooperation and global coverage was set up with suppliers. Ranked as a top talent within the company.

Responsible for global supply of wind turbines (sourcing & blade manufacturing). Managing 100 employees with a turnover of $500 mln. Two existing companies had to be merged to one new global company.

After the bankruptcy of Fokker, the healthy divisions were re-started. Responsible for composite aircraft structures (structural wing & tail components) business.innovation of new technologies (high speed milling & thermoplastics) resulting in competences which gave competitive advantages.Secured major sales for the Airbus A380 and the JSF composite components. Single Source Supplier for Boeing with Apache components having a “golden” supplier status.The technology development has supported the actual position of Fokker in new aircraft programs.

Responsible for organizing logistical concepts and organization for component supply to all aircraft assembly lines resulting in supporting fastest lines and world class performanceThe logistical concepts supported the start up of Fokker 50 and 100 resulting in getting control getting from thousands of shortages per day and large inventories to a controlled situation..Also responsible for organizing a procurement organization for interior components and all "leverage buying" parts and materials involving 1,000 suppliers. Introduction of a central procurement organization for composite parts for DASA. ( AIRBUS) Involved in a cost reduction program with BAIN & Co where huge cost reductions of approx. 30% were achieved. Responsible for all outstanding obligations during the pre-bankruptcy period. During the latter period, new procedures for a re-start were developed with the assembly lines and suppliers on short notice.

Responsible for a new business activity and successfully launching and producing missile systems in global cooperations.A strategic plan has been developped and implemented, to develop competences and technologies to be able to enter this market segment, leading to creating a full business unit.Production for European Stinger missiles with NATO partners, as well as production directly for US missile command for patriot cannisters was part of it.

Managed the re-allocation of the structural composite plant.Industrialized production of solar arrays for satellites in spaceEmployees (70) were kept motivated while maintaining the delivery performance during this transition period.Start of program applying technologies for other industrial applications as well as introduction of new technologies ( thermoplastics) to be able to anticipate on the changing role for Fokker Special Products in Hoogeveen as a new strategic direction

Research & Development - involved in development of a fabrication technology for composite materials. Successfully developed and implemented a new fabrication technology for the Fokker 50 as well as the Fokker 100.Manager - Quality Dept. of the composites plant - responsible for the turnaround of the quality control department to a quality assurance function where process controls & deviation prevention were the key focus areas, which supported the new designs and startup of Fokker50 and Fokker 100.