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 these products will be at the highest level of operational excellence. The integration of all related assets, applications, protocols and services, important for the execution of this energy transition, will be initiated; by setting up necessary partnerships with asset-, service-, energy- and application suppliers. I also would like to use my new position at Nexport to 'call for cooperation' with ALL stakeholders, to make the energy transition a success and work together with operators, governments, universities, energy companies and even the competition, to facilitate a smooth energy transition. We need to first define ZE industry standards, on-board important stakeholders, identify the risks of ZE deployments, use lessons learned from mature countries, create reference cases and then duplicate and reposition; ‘...let’s first bake this complicated cake together and only then talk about who takes what piece of the pie....’ Finally of course, we have to make sure that the users of the bus, the drivers and the mechanics, adopt this new technology, make sure we embed this technology in an Australian ‘Clean-Tech‘ manufacturing model and prove to our passengers that the product delivers the promises made and that Nexport shows that it CARES; Comfortable, Accessible, Reliable, Emission-free and SAFE. All for silent, SMARTER, safer and greener cities in Australia….and the rest of the world

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 by an internal operational excellence. I execute efficient approaches to strengthen a fierce growth curve, stabilise our products and services, and deliver an operational model to the valuable clients to steer outstanding results. I evaluate functional procedures regularly and create centralised best practices, supporting the decentral country offices, to ensure uniform performance throughout the company.Here are my key accomplishments:• 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 the biggest order of electric buses in the world through a strong existing network, built up from earlier positions.• 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 Chinese partners.

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 collaborated with the project teams in identifying project activities, processes and outcomes that were worthy of documentation; designed a system for capturing lessons learned and best practices to steer exceptional outcome. I supervised a team of 121 FTE to manage day-to-day operations of the company and local businesses to enhance productivity. I also initiated and streamlined innovative approaches to strengthen Transdev besides the traditional business in Autonomous Vehicles, MaaS and TOD solutions, and integration of the supporting application landscape.Here are my key achievements:• 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.• Executed the dynamic process of irreversibly changing the outlook (culture) of the company and correspondingly policies, processes, and behaviors that resulted in a more effective mode of operation.

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 expansion to grow sales and revenues. I improved spend visibility and lowered costs, standardized workflow, simplified processes, and better operational performance by a simplified governance, improved processes and clear targets for all. I strategized various operations and processes including, IT facilities, innovation & digital services, quality assurance and risk management to enhance work efficiencies. I oversaw fleet maintenance to keep core assets (buses and light rail) operating in a good enough condition to guarantee safe, reliable and longer stay on the road. I aligned resources within the business to support the change by delivering the enterprise program "Good to Great".Here are my key contributions:• 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 coming from harmonized business intelligence.• 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 functional performance.

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 reporting to Global CEO structure. I ensured organizational transformation from three fragmented solo operating-, locally oriented companies into a 'one cultured' synchronized cooperating company in compliance with international standards and values of the Group. I executed uniform 'single branded' customer approach, supported- and managed by optimizing HQ departments with clear support flows. I conceptualized and made high-quality investing decisions to advance the business and grow profits. I enforced adherence to legal guidelines and in-house policies to maintain the company's legality and business ethics. I established trusted relations with key partners and stakeholders and acted as a point of contact for important shareholders.Here are my key contributions:• 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, is the ultimate competitive advantage...' That's what I call crea(c)tivity and I have found this in the Portugese operation and culture.....

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 IT department (28FTE), working in close cooperation with the interim IT manager.Cost reduction and process improvement is an ongoing requirement for the supply chain manager. If a service or material can be purchased cheaper from a new supplier, without jeopardizing quality, then the change should be made. If a process can be improved or speed up, then productivity could be increased. This ongoing task is continually being examined within the supply chain itself and the involved departments (purchase, operations, finance, marketing, etc) are frequently challenged. Cost reductions and increases in productivity usually equal higher profits.As the director supply chain it is now my task to secure the change of the last years and constantly look for new opportunities to further improve the business...Besides these tasks I am also line-responsible for our operational- and customer call center PZN (Personen- en Zorgvervoer Nederland, a full daughter company), with 250 FTE.

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 assurance- and risk management principles, while identifying efficiency opportunities in financial-, purchase-, operational- and general management to develop adequate optimization measures.Identify, analyze and manage (possible-) business process- and structural (sector-) changes that could enable all departments to maximize their opportunities to realize commercial- and operational efficiency in a close cooperation with the sector itself.Working in a co-operative manner with all internal and external stakeholders, ensuring that their views and needs were incorporated in strategy- and planning activities whenever appropriate and possible to live up to the improvement goals set, to finally accomplish a "healthy company in a healthy sector...".

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 assurance- and risk management principles.Identify and analyse possible business process- and structural changes that could enable all departments to maximize their opportunities to realize efficiency and savings.Working in a co-operative manner with all stakeholders, ensuring that their views and needs were incorporated in planning activities whenever appropriate and possible.

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 protocols, I will improve customer satisfaction in the coming nine months. First results in productivity, service awareness and shared team mentality are already detectable.

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 French model.

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 companies with a complementary portfolio or justbased on advice and savings instead of (telecom) solutions.

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. Headhunted by Insearch to accept a challenge in the Telecom business (Ventelo).

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, Computer Networks).

Professor, Mechanical Engineering

Master, Post Bedrijfskunde Ii

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

Vwo, Economics

Lower School, Growing Up

Lower School, Basic Skills