Michel Van Maanen Email & Phone Number

Cammeray, NSW, AU

Sydney, New South Wales (NSW), AU

Glendenning, New South Wales, AU

Sydney, New South Wales, AU

When starting in GoZero I will optimize and launch the Zero Emission product value chain with Top Quality products in bus, truck, delivery vehicles and taxi’s. But I also will initiate High Value competence- and knowledge centers within our, to be build, Clean-Tech facilities in Moss Vale; to make sure the design, deployment and operational execution of.

Deurne, North Brabant, NL

• At Ebusco Holding, as a Chief Commercial and Operational Officer, I conceptualize and implement innovative strategies to grow sales and establish positive business relationships, typically in public transport, secured.
• Directed powerful leadership abilities while leading young potentials and managing a project named "Good to Great" to maintain a secured and well processed environment for working space.Accomplished success in securing.
• Leveraged efficient methodologies to triple the revenue and margin of Ebusco, including the set-up of different ‘new Ebusco’ countries.
• Expedited company growth by increasing the staff from 25 people to 250, tripled revenue and sales, and stabilized the company for the future.
• Optimized various services including sales, parts distribution, project management and infrastructure support in an old fashion 'product delivery automotive market'.
• Improved the critical value chain by ‘an optimum cost for the best quality’ strategy for suppliers from multiple countries, including a ‘bottom-up’ professionalization of the assembly-plant and delivery process of the.

Issy-les-Moulineaux, FR

• At Transdev France HQ (EXCOM), my core responsibility was to devise and develop efficient methodologies through professionalism, standardization and digitalizing the operational excellence to meet targeted goals. I.
• Increased the bottom-line results by 10% by adjusting pricing, cutting down expenses, and improving contract terms.
• Optimized and transformed fragmented processes into a harmonized model to understand the minimum regulatory and customer requirements of international markets.
• Transformed bad contracts into beneficial ones for the purposes of maximizing functional and financial performance and minimizing risk.
• Enhanced direct versus indirect staff ratio that resulted in reduction of cost for shared services, securing more competitive offering in the international tenders.
• Secured performance of the COMEX environment and took a position 'above' all general management structures to steer remarkable revenues.

Melbourne, Victoria, AU

• In this past role as a Director Performance and interim CEO for Australasia, I administrated departments including business improvement and -development to strengthen organizational functions, empower business.
• Implemented a Good to Great culture, based on new processes, stricter governance and a completely new application landscape, supporting the decentralised operations in executing, based on key performance indicators.
• Boosted revenues and enhanced operational efficiencies by increasing bottom line by 5%, through the optimized operational excellence.
• Supported the 'local business' on-site (Melbourne, Perth, Brisbane, Sydney, Darwin and Wellington) by 'bottom up analysis' and adapted improvement projects fitting the 'enterprise program'.
• Besides the core business of public transport, executed 'new ecosystems' of Autonomous Vehicles and Transport on demand; and the deployed contracts with Darwin, Adelaide and Sydney Airport to maximize financial and.

Senhora Da Hora, Porto, PT

• In this past position as a CEO Transdev, I developed high quality business strategies to steer alignment with short-term and long-term objectives. I yielded a better bottom line and established the company culture by.
• Transformed the company from loss making to profitable entity through agile methodologies and continuous improvement.
• Conducted comprehensive research and introduced non-existing processes, clear governance and altered from paper to digital.
• Turned the company from ' informal' relationships to a 'contract company' with clear business intelligence to steer to better results.
• Introduced 'JUNTOS' (together/team) culture to visualize shared services and accepted as added value to the local business.'An organization's ability to learn, and translate that learning ability into action rapidly.

Hilversum, Noord-Holland, NL

After sustainably optimizing and securing the qualitative- and financial position of the company, through the Business Improvement cycle, I am now nominated as the Director Supply Chain and Business Improvement Benelux. To continuously secure the implemented processes supported by our business applications, I have also been given the responsibility for the.

Hilversum, Noord-Holland, NL

As the Business Improvement Manager I am responsible for creating a "healthy company in a healthy sector", by implementing and ensuring successful change management-, purchase-, legal- and core-operational processes with all stake holders taking in to account changing forces in the sector itself. This by applying commercial- and financial project.

Hilversum, Noord-Holland, NL

Work collaboratively with the Business Improvement Manager by creating a General Expenditure Policy while identifying weak areas in financial-, purchase- and general management and develop adequate counter measures.Implement and ensure successful (change-)management-, purchase- and core-operational processes with all stake holders, by applying project.

Aubervilliers, Île-de-France, FR

Besides still being responsible for the Purchasing Department Benelux, I am currently improving the performance on an important contract with the European Space Agency (ESA-ESTEC) at Noordwijk, the Netherlands. By improving personal competences of the on-site crew (40FTE), reforming operational processes following ISO-, VCA- and Health and Safety.

Aubervilliers, Île-de-France, FR

Responsible for indirect and direct purchasing/procurementfor the Benelux department (2500 FTE, 200Mln euro), for a worldwide company with 326.000 employees in 86 countries, I am currently reforming the purchasing strategy from a decentralised processed mentality to a central purchasing strategy in commodities and commercial projects, following the proven.

Kristiansand, NO

Responsible for creating a new partner sales channel for thisvoice-, data supplier for the Dutch market. In the end 70%of the new business was created by partners for whom wehad to recreate the whole order processing and interncustomer processing. Switched from the conventional PABXdealerships to a partner sales model based on commissionbenefits for.

Cupertino, California, US

Responsible for key-accounts like Mediamarkt, Dixons and KPN. Responsible for supplying, new business sales, marketing and relation management. Weekly meetings with retail management of Dixons, KPN and Mediamarkt on the first retail deal Apple ever did globally. This in contrary to Apple’s normal strategy on working with a Value Added Resellers channel..

Rotterdam, Zuid-Holland, NL

Complete responsibility for a regional Business Centre from the Dutch state telecom company and daily floor management of 20 staff members (15 FTE). Customers were regional or national SME companies, who were too small for corporate KPN account management support and needed local support in the rapidly changing telecom market at that time (GSM, Internet.

Professor, Mechanical Engineering

Master, Post Bedrijfskunde Ii

Master, Strategic, Financial, Hr, Risk, Sales, Purchase....

Vwo, Economics

Lower School, Growing Up

Lower School, Basic Skills