Samen met een collega-bestuurder verantwoordelijk voor de algehele operatie van de Stichting, bestaande uit 3 verpleeghuizen en thuiszorg, voornamelijk voor cliënten met dementie, niet aangeboren hersenletsel en somatische aandoeningen. Rapporterend aan de raad van toezicht.Kenmerken:- Leidinggeven aan een team van 7 managers- Primaire focus op bedrijfsvoering- Implementeren nieuwe organisatiestructuur, terug naar 2 managementlagen- Resultaatombuiging in 2023 van ruim € 3.000.000- Implementatie van een nieuwe kwaliteitsmethodiek (Kwaliteit@)Kerncijfers Stichting Inovum:- omzet € 40 mln,- +/- 630 medewerkers,- 3 verpleeglocaties (Loosdrecht, Hilversum, Kortenhoef) en thuiszorg

Ter ondersteuning van onze bewoners, cliënten en zorgmedewerkers heeft Inovum een Integraal Service & Advies Centrum (ISAC) waarin alle ondersteunende diensten en functies zijn samengevoegd. Als Manager Bedrijfsvoering gaf ik leiding aan deze ondersteunende afdelingen, bestaande uit Finance, HRM, ICT, Facilitaire Zaken, Inkoop, Huisvesting, Bestuursbureau en Projectmanagement. Rapporterend aan de bestuurder a.i..

As Manager Transition I had a guiding role and I was responsible for supporting and coaching my team members. I managed a team of consultants who helped customers to outsource their payroll and HRM administration to Optimo.On top of that I was a project manager and consultant, involved with large, multifunctional implementation and optimalisation projects of backoffice processes (Finance, HRM, Payroll) in AFAS Profit with customers.

Responsible for finance, HRM, IT and facilities. Reporting to the CEO and shareholders of the company.• Key figures SGI Aviation: sales € 9 mln, 45 employees, 5 legal entities, 4 locations (Amsterdam, Singapore, Guernsey, Fort Lauderdale)• Managing a team of 5 professionals• Reorganizing the company, closure of 2 loss generating business units• Turnaround of loss-making organization into a stable, profitable company• Restructuring finance department• Implementation of new ERP system, AFAS Profit Online, as replacement of former system, NetSuite• Performing shared services activities (finance, HRM, IT) for a client of SGI (2 legal entities)• Search & selection of new office location, including negotiations on lease agreement• Coordination and support of due diligence leading to the investment of FinTech Global Incorporated into SGI Aviation

Responsible for reorganizing finance & accounting, financial management, control and (growth-)strategy.• KPI's Fashion Concept: SME, +/- 120 employees• Responsible for finance, IT, procurement, legal affairs, tax• Restructured finance and accounting, cleaning up huge backlogs• Managed 7 professionals directly• Set up planning & control and reporting methodology and cycle• Participated in company reorganization• Co-managed refinancing of the company• Reorganized legal structure of the company, resulting in less entities in both the Netherlands and Belgium• Implementation of monthly financial reports and analysis• Successful cost reduction• Implementation of new financial/ERP system (Microsoft Dynamics NAV) for Belgium

Several short term projects

Responsible for financial management, control and (growth-)strategy. In practice acting operational manager, co responsible for (international) company strategy.• KPI's Difrax: SME, +/- 25 employees• Responsible for finance, HRM, IT, procurement, logistics, legal affairs• Co-defined KPI's, company strategy and policies• Managed 6 professionals directly and 5 professionals indirectly• Set up planning & control and reporting methodology and cycle• Responsible for cost price and sales price calculations• Successfully co-created an international distributors network for international sales• Successful contract negotiations with both domestic and international distributors• Implementation of professional monthly financial & non-financial reports and analysis• Successful cost reduction & controls• Margin improvement• Implementing and executing a professional budgetary control system• Actualization of financial/ERP system (Navision)• Professionalization and updating of HRM policies and employee benefits• Successful outsourcing of sales force in the Netherlands and Belgium

Travelling through Australia & New Zealand

Responsible for finance, planning & control, HRM, IT, legal affairs, facilities and advice & support of the Dutch Tupperware distributors on finance, fiscal & legal affairs, insurance, HRM. In line reporting to the Managing Director of Tupperware Netherlands, functionally reporting to the CFO Europe in Nyon, Switzerland.• KPI's TW Netherlands: SME, +/- 15 employees• Formed the daily Board, together with the MD• Managed a team of 7 professionals• Responsible for the monthly financial & non-financial statements and analysis• Successful elimination of backlog in preparation & audit of annual accounts as of FY 2003• Successful switch of car leasing company & brand for the car fleet (+/- 100 cars)• Executed reorganization of distribution network to reduce number of distributors• Due to structural losses of Tupperware Netherlands, drafted a plan to migrate back office, marketing and logistics responsibilities and integrate them into the Belgian subsidiary of Tupperware. Presented the plan to the CFO Europe and Regional Director of Tupperware in Nyon, Switzerland• Successfully executed the reorganization in cooperation with Belgian colleagues• Successful liquidation of existing, but dormant Dutch Ltd., a joint venture with a former Dutch distributor• Relationship management of banks, auditors, insurance brokers, (tax) lawyers, payroll accounting

Responsible for (professionalization of) accounting, monthly internal and external reporting.• Professionalization of the accounting team, managing a team of 6 professionals• Cash flow management, fiscal affairs (f.e. filing energy tax returns) and insurances• For the first time in 5 years managed to get auditor’s approval on annual accounts• Successful improvement of financial reporting (partly based on IFRS)• Project manager of several projects (purchasing system, banking system)• Participated in several project teams in order to achieve improvements in processes, systems and results• Relationship management of bank, auditors, insurance brokers, payroll accounting, leasing company• MT member

Responsible for accounting and back office.• At Navision, responsible for finance, HRM and facilities; MT member• Successful integration of Navision Netherlands into Microsoft Netherlands• At Microsoft, responsible for in- and external financial reporting, personnel- and payroll administration, administrative organization/internal controls, tax and legal affairs• Managed a team of 10 professionals• Participated and co-executed the Sarbanes Oxley en IFRS project• Successful transfer of local accounts payable to the shared services center in Dublin, Ireland• Participation of international consultation on actualities, developments and new projects• Relationship management of bank, auditors, tax lawyers, insurance broker, payroll administration, leasing companies

• Initial set up of accounting systems, processes, financial reporting and internal controls• Preparation of 5 year budget, sales projection, cash flow statement, P&L and department budgets in 3 months time• Assembly of a finance team; MT member• Setting up a financial and accounting structure and processes, administrative organization and internal control framework

Responsible for accounting and financial reporting of 7 legal entitities in 5 different countries.• Successfully implementation of a Financial Shared Services Center for UUNET EMEA, in cooperation with a team of colleagues and consultants, with all associated systems (financial, order, banking) and processes• Recruitment of 50 native speakers for the staffing of the FSSC• Implementation of ERP software (CODA)• Managed a team of 15 professionals• Relationship management of and reporting to the MD’s of several legal entitities

I started of as an accountant, responsible for all applicable accounting tasks. I helped implementing a new accounting system (CODA) and managed the application. Due to the enormous growth of NLnet and as a result, the volume of work, I became Finance Manager. As such I managed a team of 5 employees, together with whom I was responsible for accounting, accounts receivable, credit control, cash management and maintaining relationships with other departments, such as sales and product delivery, and third parties including credit rating and cash collection agencies.