Raf Lamberts Email & Phone Number

Hechtel-Eksel, Flanders, Be

Belgium

The cornucopia, also known as the horn of plenty, originates from the classical antiquity and is a symbol of abundance and nourishment. The name reflects my belief in holistic and integral leadership and expresses my desire to create nourishing work environments. Businesses thrive when individuals, teams and organizations grow and develop into their very best self and make their best contribution. Our services include:- Interim CHRO and Business Transformation support.- Mentoring CEO’s, CHRO’s and Executive Teams.- Supporting Executives creating a High Performance Culture with tangible impact on business results.- Advising CEO’s and Executives on Top Team effectiveness.- Helping CEO’s and Executives assess People and Organizational needs and identify key levers to pull to improve company performance.- Implement proven Talent Management, Leadership Assessment and Succession Planning Solutions.

Veghel, Netherlands

As former CHRO and Member of the Board at Vanderlande, the Board and I were given a mandate to further accelerate the growth and internationalization of the Company after the acquisition by Toyota Industries Corporation in 2017.During my 6,5 year tenure, we successfully grew the Company from 1.4b to 2.5b in revenues and from 5,500 to 9,500 employees worldwide, whilst simultaneously improving the profitability. To achieve this, I conducted an organizational readiness assessment and then designed a People Strategy tailored to successfully accomplish the growth and internationalization. The key levers for success were:- high volume talent acquisition- accelerated capability building- next generation leadership- meaningful alignment and engagement- highly effective organizationsIn partnership with the CEO, I turned this people strategy into a business transformation program called “people first” and shared ownership with all business leaders, people leaders and employees, at Vanderlande.We subsequently introduced high performing culture journeys, a holistic and integral approach to leadership enablement, and created work environments where people bring their best authentic self to work. To accommodate the growth and internationalization of the Company, I also introduced a new HR operating model to improve the employee experience and achieve economies of scale.All in all, it has been a remarkable journey with fantastic accomplishments to look back on. Along the journey, a solid foundation has been laid for Vanderlande’s further future growth.

Louvain-La-Neuve, Belgium

AGC Glass Europe is the European glass branch of AGC, the world leader in flat glass and produces, processes and distributes flat glass for the building and automotive industries, as well as the solar and high-tech sectors. AGC Glass Europe operates more than 100 sites throughout Europe and has 16,000 employees at the service of its customers.In my interim assignment as HR Business Partner for Processed Glass, I have identified the key people and organization topics that will help deliver the Glass+ business strategy and put the organization back on a sustainable growth path. Together with a brand new leadership team, I initiated a business and cultural transformation that has brought Processed Glass back to profitability and that will put it back on a sustainable growth track.

Venlo, Netherlands

Belden Incorporated is an American manufacturer of networking, connectivity, and cable products. The company designs, manufactures, and markets signal transmission products for demanding applications.In my role as Vice President Human Resources at Belden, I combined the global responsibility as HR Business Partner for Industrial Connectivity with the regional responsibility as Head of Human Resources Europe.

Halle, Belgium

Colruyt Group is a Belgian retail corporation that operates in the food and non-food distribution sector in Belgium, France and Luxembourg. The group operates about 470 own stores (Colruyt, OKay, Bio-Planet, Dreamland, Dreambaby) and approximately 500 affiliated stores (Spar, Eurospar, Coccinelle, CocciMarket and Panier Sympa. The group is also actively involved in the foodservice market (Pro à Pro, Solucious), the sale of fuels (DATS 24), digital print and document management solutions (Symeta) as well as the production of green energy.Responsible for an HR IT enabled transformation project, I designed a leadership transformation journey to empower each and every employee in the Group to assume full ownership for their professional development and to stimulate a pro-active dialogue about learning with their business leaders. Enabled by new technology, I implemented a transformation project that fundamentally changes the way of working for all 27,000 employees, elevates the role of leadership to higher professional standards and serves as the first stage of a longer-term culture transformation journey at Colruyt Group.

Amsterdam Area, Netherlands

With responsibilities for 6,500 employees across the globe and an annual turnover of 2.5 billion EUR, I was leading the transformation of the R&D, Product Management and Operations activities for the Professional Lighting Business globally. In this transformational role, I implemented people & organization strategies to make the innovation machine more customer centric and to better develop innovative and intelligent (LED) lighting systems to accommodate current and future customer and market needs.

Eindhoven Area, Netherlands

With responsibilities for 2,500 commercial employees in 11 markets (100+ countries) and an annual turnover of 2.5 billion EUR, in an industry undergoing a technology revolution, I was responsible for transforming the sales and marketing organizations in EMEA to win in LED and was able to lay the foundation for Philips to win in LED Lighting.

Eindhoven, Netherlands

With responsibilities for 2,500 commercial employees in 11 markets (100+ countries) and an annual turnover of 2.5 billion EUR, in an industry undergoing a technology revolution, I was responsible for transforming the sales and marketing organizations in EMEA to win in LED and was able to lay the foundation for Philips to win in LED Lighting.

Europe had been the main growth market for Foot Locker Inc. for more than a decade. When I joined, they ran an operation of over 1Billion USD with 450 stores and 4,500 employees in over 15 countries. The growth had been so rapid that all efforts had gone into opening more stores and hiring more people, but they were lacking the structure and governance as well as the leadership capabilities required to successfully run an organization of that size.I joined Foot Locker Europe with a clear mandate to professionalize the organization and put a structure in place to fuel the further growth of the organization. Main challenges and accomplishments during my 5 years at Foot Locker:1. Design an organization "fit for purpose" and capable to drive stable future growth2. Establish a leadership team fit for purpose and develop a profitable growth plan3. Build an HR infrastructure from the ground up and professionalize virtually all people practices4. Manage people & organization consequences and lead the organization through the change

Cheltenham, Uk

This three year assignment in the commercial organization of Kraft Foods UK has allowed me to broaden my professional experience in a generalist HR role working on the commercial side of the business. Also the additional experience working under UK employment law has helped me develop a deeper understanding of european employment law and labour relations.

Kew, London & Halle, Belgium

After my international talent exchange program, I was able to grow with the job and assumed responsibility for MOD covering the 10 confectionery plants and the european purchasing organization of Kraft Foods in Europe. Another great experience, better leveraging the buying power of Kraft Foods in Europe by transforming the procurement organization into european commodity teams.Being responsible for organization design, talent management and succession planning in this role, I learned about the importance of having an organization structure that is "fit for purpose" to accomplish the strategic ambitions, and not compromising on leadership quality when appointing the right leaders in critical roles. A great experience that has taught me invaluable lessons to successfully lead even more challenging business transformations later in my career.

Halle, Belgium

A short return to my old role whilst preparing for the next assignment as MOD Manager for the 10 confectionery plants in Europe and the newly formed european purchasing organization.

Bludenz, Austria

A first international experience, assuming a similar role in the factory as part of a young talent exchange program. A great experience where I was able to build on my professional strengths in management & organizational development whilst experiencing working in a different environment with different culture, language, labour relations and employment law. To my surprise, adapting back to the home environment after the assignment turned out to be more difficult than initially getting acquainted with the austrian way of doing business.

Halle, Belgium

Two years of blue collar training and development were sufficient for me to realize that I wanted to progress my career in HR. I decided to turn down the alternative career options in manufacturing and accepted responsibility for Management & Organization Development for three of the Kraft Foods manufacturing facilities in Halle, Herentals and Liège. A great learning experience, taking the lead in organizational (re)design initiatives, job grading, training & leadership development. In parallel, I went through an intense 12month personal coaching program to study the HR basics. The combination of study with this work has taught me how the various aspects of HR contribute to success in business and how a consistent and integrated approach is paramount to unlock the full potential of the human capital.

Halle, Belgium

After my engineering studies, I wanted to work for an international company and started my career with Kraft Foods in their chocolate factory near Brussels. I was responsible for blue collar training and development and created a technical training program to help factory workers operate and maintain moulding and wrapping machines. At the same time, we introduced a model for self managing teams called QCDSM encouraging every employee to contribute to the continuous improvement of team performance. A great first work experience that made me realize early on in my career that people are much more complex but also much more interesting to work with than machines. Something I wanted to explore further in my next career assignments.

Master, Engineering

Humaniora, Latijn!-Wiskunde