I am a result and focused driven problem solver and deal maker. To deal with issues I cut right to the chase using my overall broad view, experience and analytical skills in management, finance, commerce and organisational behaviour. I think always out of the box. This has resulted in my successes in saving companies, jobs and money for my customers and their stakeholders. My best examples are Codrico, De Boer Tenten, Alpuro and Homburg (now Geneba), companies who survived to stay in… Show more I am a result and focused driven problem solver and deal maker. To deal with issues I cut right to the chase using my overall broad view, experience and analytical skills in management, finance, commerce and organisational behaviour. I think always out of the box. This has resulted in my successes in saving companies, jobs and money for my customers and their stakeholders. My best examples are Codrico, De Boer Tenten, Alpuro and Homburg (now Geneba), companies who survived to stay in business.Main Highlights:Homburg (real estate company): I was advisor to Catalyst Capital Group in their restructuring role for the CCAA (Canadian surseance) process of Homburg Invest Incorporated. Worked closely together with BrownRudnick, NautaDutilh, Citigate and ATC on the deal. Handled all press relations with the financial press (Financieel Dagblad, Telegraaf, et cetera). I even had a television appearance to buy back bonds at a discount. After buying bonds to establish a presence Catalyst succeeded to buy 50% of the newco (now called Geneba) worth EUR 600 million in real estate assets. Codrico B.V.: see below. De Boer Tenten (rental of tent structures for events): I consulted on a credit facility of EUR 66 million (total debt was EUR 120 million) and sale of the company. Turnover EUR 80 million. Also I advised the purchase of a Swedish company. The company was ultimately sold to a venture capitalist (NPM). Rearranged the EUR 66 million debt.Other:I am also director and 50% owner of Frumentor. Frumentor is specialised in international business development and strategy for the food and feed industry. Some clients and former clients are Fonterra, FKRA (largest Norwegian cooperative), Bolletje, and Meneba. I handle overall management and contracting of the projects. I am an associate partner of Wyn River Limited (www.wynriver.com) and a member of the Dutch Turnaround Association (DTA). Show less

Codrico (EUR 60 million turnover, 70 fte) is one of the only two companies in Europe with installed dry milling capacity to process the superior Argentinean corn into flaking grits, the main ingredient in cornflakes. The main customers are Kellogg’s, Unilever and Nestlé. The company was heavily financed with debt due to a buyout in 2003. Ultimately to save the business I had to push it through a controlled bankruptcy procedure. This saved the whole business and employment of the staff. The… Show more Codrico (EUR 60 million turnover, 70 fte) is one of the only two companies in Europe with installed dry milling capacity to process the superior Argentinean corn into flaking grits, the main ingredient in cornflakes. The main customers are Kellogg’s, Unilever and Nestlé. The company was heavily financed with debt due to a buyout in 2003. Ultimately to save the business I had to push it through a controlled bankruptcy procedure. This saved the whole business and employment of the staff. The business was sold to a venture capitalist. I was responsible for overall management together with the CEO, HR management, financial policy and financing, logistics, production, management of the foreign joint-ventures, contracting and risk management. Show less

I was responsible together with two colleagues for setting up a complete new business line within Deloitte including budgets and commercial targets. Built successfully a team of 8 persons. Apart from that I was responsible for international multidisciplinary teams for certain projects and acquisition & contracting of clients.Main Highlights:UPC (telecom/cable company) went into surseance to force a debt to equity swap on equity and debt holders. Part of multinational Deloitte… Show more I was responsible together with two colleagues for setting up a complete new business line within Deloitte including budgets and commercial targets. Built successfully a team of 8 persons. Apart from that I was responsible for international multidisciplinary teams for certain projects and acquisition & contracting of clients.Main Highlights:UPC (telecom/cable company) went into surseance to force a debt to equity swap on equity and debt holders. Part of multinational Deloitte team on behalf of the banking consortium.Imtech Telecom (telecom installation branch of Imtech) revenues had collapsed completely. Together with management I reinvented the company and implemented the new business model whereby the whole organisation was completely overhauled.Alpuro (producer of calf meat) went into surseance (Dutch chapter 11) because of food & mouth desease. I renegotiated a banking deal (EUR 80 million). I advised and successfully implemented together with management a changed business model. Eventually the company came out of surseance after 8 months. Show less

I was part of the management development program. Responsible for support staff and market area of Delft and Rotterdam North for medium sized enterprises. This also included the management of 8 banking branches for business clients. Downsized the Delft office and integrated it with the The Hague office (due to takeover of Generale Bank by Fortis). Also responsible for analysis of companies in distress which evolved due to greater exposure to Fortis because of the merger of VSB, MeesPierson and… Show more I was part of the management development program. Responsible for support staff and market area of Delft and Rotterdam North for medium sized enterprises. This also included the management of 8 banking branches for business clients. Downsized the Delft office and integrated it with the The Hague office (due to takeover of Generale Bank by Fortis). Also responsible for analysis of companies in distress which evolved due to greater exposure to Fortis because of the merger of VSB, MeesPierson and Generale Bank into Fortis and responsible for financial restructuring on the bank’s behalf of companies. Show less