Main responsibilities:• Develop and execute, after board approval, a comprehensive business plan with a focus on turn-around management to get this business unit on a growth path and restore profitability.• Boost employee engagement by analysing their professional needs, facilitating personal development within or outside Hellmann and introduce regular personal progress meetings.• Identify leads and potential clients together with our sales team, reach out and build new relationships.• Take the lead in contract negotiations and onboarding new clients for our business.• Review and improve all business processes, working methods and service delivery.Results:• Completed a successful turn-around operation for the Contract Logistics business.• Expanded our client portfolio. • (Re)built, expanded, and rejuvenated our team.• Tripled the storage capacity at the disposal of our clients.

Main responsibilities:• Assess the “status quo” in the organization, collect input, analyse business processes to identify improvement opportunities.• Improve employee engagement by assessing needs for both professional and individual development and by facilitating training needs.• Build relationships with key stakeholders throughout the Broekman organization to iron out issues and prepare the change management process.• Create a framework for a project-based approach in driving (business) process alignment. • Initiate, lead and implement identified operational process improvements (OPEX).• Initiate optimization of transports by implementing a transport platform.• Engage with clients and prospects about services offered to establish improvement potential.• Introduce improved KPIs to analyse and discuss productivity, quality, effectiveness and efficiency of our business and services as input for continuous improvement. From May 2015 to January 2016 I was acting General Manager until a new General Manager was appointed and took his position.Additional responsibilities:• Assume full P&L responsibility for this company with a wide client portfolio.• Take ownership in leading and improving all company activities and processes related to quality control, HR, technical management, and financial management. • Lead the management team including operations and customer service, my “own” departments.• Develop the yearly strategic business plan, multi-year plans and set budgets.Results:• Delivered a successful turnaround within a one-year timeframe and restored profitability.• Developed a successful business case for hiring a second, large warehouse.• Realized growth as a result of increased business and expanding our client base.• Boosted team performance and employee engagement as a result of personal training, improved customer focus and facilitating professional development.• Improved client satisfaction as a result of better service delivery.

In this position, I was responsible for customer services, warehousing, and transport. Main responsibilities:• Review and assess the organization and business processes to identify improvement possibilities.• Organize meetings and sessions with groups of employees and individual team members to collect input on the status-quo of the business, suggestions, and requirements to boost employee performance. • Develop a blueprint and a roadmap, in cooperation with key players and management, to improve the organizational structure and working processes.• Define and set up a planning office and transport planning desk.• Initiate improvement and development of business processes. • Maintain frequent contacts with the bank to share information about business improvements and building a stable financial position. Results:• Delivered a stabilization of the internal setup of PKS.• Increased delivery reliability, delivered client base growth and increased operating result.

Cotrex Transport Groep was a company that was specialized in container transport, conventional transport, and warehousing. I was asked to temporarily lead this company and at the same time analyse the organization (3 subsidiaries and a holding) and write a business plan with a focus on future growth. Main responsibilities:• Manage all day-to-day operations in all three companies. • Evaluate each company and analyse sales, acquisition, working methods and business processes, finance, cost control, staffing & HR, fleet management, efficiency, and business reporting.• Arrange and lead regular meetings with management to discuss findings and information.• Write and present a (final) report including recommendations for improvement and optimization of business processes.Result:• Finalized the evaluation of the three companies and presented final report and findings to the owners of Cotrex.

Highlights:• Fully managed (P&L responsible) 2 sites in Belgium with a total staff of 62 employees.• Developed the (new) site in Antwerp, consolidated the site in Tessenderloo.• Introduced a KPI model to get a better grip on financial and administrative management.

Highlights:• Managed Cotac Nederland (1 chemical cleaning installation, 4 workshops, a depot for transport materials of 90,000 sq. meters, total staff of 135 employees).• P&L responsible as statutory director for this location with yearly sales of €18.5 million.• Lead the management team (7 members) and was MT member of Hoyer Nederland.• Created a business plan and set the budget for the technical departments of Cotac Nederland.

2005 – 2005 Technical Director - Vos Logistics 2000 – 2004 Technical Manager - Hoyer Belgium 1989 – 2000 Technical Manager - Hoyer Nederland 1985 – 1989 Communications Operator (KVV) - Royal Netherlands Navy