Michel Van Hout Email & Phone Number

De Kwakel, Noord-Holland, Nl

Within Dutch Flower Group, I foster and stimulate the digital optimization. Dutch Flower Group consists of around thirty individually managed companies focussing on the (international) trade of fresh cut flowers, mixed bouquets and plants, the variety of digital themes is large. From pure workforce support and enterprise resource planning, to new ways to use our data and to help our customers (retailers, wholesalers) to optimize their business in the "sierteelt" eco-system we are part of.

Roelofarendsveen, Nl

Utrecht, Utrecht, Nl

Schiphol, Nh, Nl

In this function my team and I were responsible for all digitalization at Transavia. We did so by running the existing IT portfolio, delivering innovation promptly and by guiding the company with regard to technological opportunities and change. During the over three years, we implemented an agile way of working, closed down our datacenter through outsourcing and bringing stuff to the cloud and started to govern the installed base.

Amstelveen, Nl

I am responsible for all business change projects, most of them with a large ICT-component, for the operational part of the airline (flight operations, hub operations, inflight services, catering and operations control). Availability of >150 applications in use within Passenger Operations. The department consists of around 125 FTE and carries the responsibility for nearly € 100 mln yearly.

Amstelveen, Nl

Same as current job, but for a smaller domain.

Amstelveen, Nl

This department (30 FTE in total, 20 FTE academic specialists) is responsible for the creation of KLM's timetable and the translation of this timetable into the demand for various resources (e.g. runway capacity, gates, cockpit crew, cabin crew, fleet, maintenance slots). The latter in order to make sure that the commercially desired schedule can be actually flown and no resources are spilled. Integration and alignment with Air France are challenges in this job. Next to this I have introduced process management into the KLM planning process leading to a reduction of the total amount of manpower needed and a better fleet utilisation. Intercultural management, overview of processes and organisational sensitivity are key elements.

Amstelveen, Nl

As VP Planning & Assignment I carried the responsibility that every KLM flight departed with the right number of cabin crew on the right moment. In this job a redesign of the crew planning process took place in close concert with an automated assignment of individuals to flight positions. The entire department (75 FTE) transformed from task oriented to service oriented and cabin crew obtained much more influence on their own assignments. Negotiating deals with the cabin crew union was an integral part of this work. Change management, cost control, negotiating and delivering results were key elements.

Amstelveen, Nl

In this job the implementation of KLM's brand positioning was the goal. The development of the product concept, the internal decision making and the total business case of KLM's World Business Class as it still flies today, was one of the key results.

In this function I conducted market research and eventually managed the total team (10 FTE) of market researchers. One of the main results was the transformation of the department from conducting all research ourselves to contracting agencies to do the research for us. Another result was the modernisation of the way passenger appreciation was shared within the company.Member of the core team that defined the brand positioning of KLM

Leadership For Senior Executives

Mobilising People

Drs/Msc, Business Econometrics / Operations Research

Vwo Diploma, Vwo