Managing and advising organizations to improve their business performance in terms of (change) management and leadership, structure, business strategy, business development and innovation, commercial awareness and sales, business processes and profitability.Assignments currently:2024- Sunrock (part of COFRA) - interim CEO: management of the organisation, performance improvement, development, implementation and execution of Sunrock's transformation from an asset-driven to a customer-driven organisation and setting up and implementing the future strategy.2024- Ontwikkelingsmaatschappij Midden-Limburg - member Supervisory Board.2022- Dutch Technology Alliance - Board Advisor.2016- Private equity firms / family businesses - Industry / Strategy Advisor.Assignments finalized:2023-'24 Port of Rotterdam Authority - Project Director New Energy Task Force: responsible for setting up task force, identifying network congestion bottlenecks in the Rotterdam port area and creating (temporary) solutions.2020-'23: Essent (leading energy company, part of E.ON Group) - Interim Managing Director Future Energy Home: management, improvement of operational performance and transformation of 12 service partners into multi-service company. Further development / implementation of energy transition strategy, incl. buy & build.2017: ULC (technical installations company, family-owned): business strategy, organization, execution plan.2016: Greenclouds (provider cloud solutions, start-up): commercial approach, sales and development.

Alrec partners global brands to execute engaging product experience. Alrec uses a combination of creativity, design & engineering, project management, digitization, manufacturing and exceptional services to connect products with clients through brand store solutions, shop in shop systems, displays and digital innovations. Present in the Netherlands, UK, Poland, Germany, France, USA. Production facilities in Poland and the Netherlands.Key responsibilities: change management, build 'one' company, rebranding & positioning, culture & leadership, restore profitability, standardization of processes (project management, services), business development (technology / digital innovation, geographical expansion), build new production plant Poland.

Imtech Benelux (division of Royal Imtech) is a technical / technological solutions provider and combines high quality electrical, control & automation and mechanical services. From design, consultancy and engineering to project & maintenance management (DBFMO, PPP), implementation, fabrication, operations and services. Sustainable and innovative. Turnover € 700M, FTE 3800.Markets Imtech Benelux:Industry (EMEA, South-East Asia, USA): a focus on oil & gas, (petro-)chemicals, energy & environment, power plants, infrastructure, water treatment, automotive industry, pharmaceuticals, machine building, animal feed industry, aerospace & defence, food industry.Buildings (Benelux): all types of buildings including data centres, distribution centres, offices, government buildings, laboratories, museums, airports, transport terminals, stations, parking garages, penal institutions, leisure centres, stadiums, universities and colleges, shopping centres, hospitals and care institutions.Major companies Imtech Benelux:- Imtech Industry International (incl. Ventilex)- Imtech Industrial Services Netherlands (incl. Manotherm)- Imtech Building Services Netherlands (incl. Imtech Toegangstechniek, Medrott Medical)- Imtech Belgium (incl. Van Looy Group)- PWF (Luxembourg)Offices in the Netherlands, Belgium, Luxembourg, France, Brunei and the USA.Key responsibilities:- Execution of major change management program ('One Imtech')- Business strategy (new build Imtech Benelux)- Restructuring and cost reduction, restore profitability- Leadership program, building and developing management teams- Operational excellence (project and maintenance management, execution)- Business development and innovation, commercial awareness- Governance and integrity- Member Executive Council Royal Imtech

Since its inception in 2005 Icos Capital has established a distinct and successful business model to finance cleantech innovations. Icos Capital is investor in breakthrough innovations that deliver measurable value to sustainability of human beings & their environment.Main task in IAC: on behalf of one of the principals (i.e. Royal Imtech) advise the Board of Icos Capital on new investments and monitor progress on current investments.

Alfen (division of TBI Holdings) is a supplier of products and services for the distribution and storage of electric energy. These include transformer substations, energy storage solutions, switching equipment and charging points for electric transport / vehicles as well as complete smart electricity grids.Turnover € 50M, 350 FTE.

Wolter & Dros (division of TBI Holdings) designs, builds and maintains technical installations for the buildings sector (hospitals and care institutions, laboratories, data centres, distribution centres, offices), industrial market (energy & environment, chemicals, bio-based industry, manufacturing industry), infrastructural market (tunnels, water treatment) and the residential market (through her sister company Comfort Partners) in the Netherlands.Turnover € 315M, 1850 FTE, 21 offices in the Netherlands.Key responsibilities:- Set up business strategy and execution plan- Change management (organizational structure, key personnel, leadership program, culture, business processes)- Business development Asset Management- Intensified / improved the cooperation with other TBI companies- Member of the ‘Directieraad’ TBI

Responsible for the section Education.

Dycore (division of the Irish CRH) designs, produces en erects prefabricated concrete flooring systems for residential and non-residential markets. Leading supplier in the Netherlands.Turnover € 130M, 600 FTE, 4 production plants in the Netherlands.Change management: restructuring, restoring profitability, standardizing working processes, quality improvement production process (Lean, Continuous Improvement), alignment of technology and equipment, business development, improvement commercial awareness and sales.

GTI Energy & Infra is a business unit of GTI (afterwards Cofely, ENGIE, EQUANS). GTI is a division of the French SUEZ (afterwards ENGIE). GTI designs, builds and maintains electrical, mechanical, HVAC and cooling installations for the industry, the buildings sector and large infrastructure works. Responsible for business strategy and development of the new business unit Energy (project development, project management and exploitation of installations for generation and distribution of energy) and restructuring and repositioning (change management, restore profitability, development management team, commercial awareness, project control) of the infrastructure business (tunnels, roads, bridges, rail infrastructure, main ports, water treatment) in the Netherlands. Investment volume for Energy Assets € 10M / year. Turnover € 80M, 350 FTE.

At the beginning responsible for the section Education, the last two years as chairman. Developed new strategy / outlook for VOMI.

Responsible for the implementation of the change program FOCUS in the Netherlands.Merging of GTI companies, reduction of headcount from 9,500 to 7,500 by sale of non core activities / restructuring, supporting management teams with implementing business strategy / midterm plans, change mangement, reduction of overhead costs.Member of the Executive Team GTI.

GTI Mechanical / GTI FIB Industriële Bedrijven is a business unit of GTI.Responsible for industrial activities (oil & gas, (petro-)chemicals, energy & environment, food & pharma, manufacturing industry) in the region Rotterdam, marine & offshore (vessles, yachts, structures for the offshore industry) and equipment manufacturing (process and pressure containing equipment) global. Integration of organizations (GTI, Fabricom, FIB), restructuring, restore profitability, development management team.Turnover € 89M, 700 FTE.In addition responsible for strategy development sector Industry GTI and member working group sector development Benelux.

GTI Industrie Zuidoost is a business unit of GTI.Responsible for building of the organization GTI Industrie Zuidoost in the southeast of the Netherlands. GTI Industrie Zuidoost was formed by merging the GTI companies at Geleen, Sittard and Maastricht and the former HCG company at Sittard. GTI Industrie Zuidoost focuses on multidisciplinary projects and maintenance activities for industrial clients (energy & environment, (petro-)chemicals, food & pharma, automotive & manufacturing industry, water treatment). Turnover € 55M, 500 FTE.In 2001 GTI was taken over by the French SUEZ and I was responsible for the integration of the industrial activities of GTI and Fabricom (a SUEZ company) in the Netherlands and member of the Belgian Integrating Steering Committee (Fabricom GTI).

PDM (family-owned company) is an engineering company which focuses on maintenance and improving production facilities, their organisations and systems for industrial clients (energy, (petro-)chemicals, automotive & manufacturing industry).1994 - 1997 General Manager - PDM Services bv: responsible for setting up, further development and growth of the business unit PDM Services. PDM Services was focused on the providing of technical personnel in the field of project and construction management services, engineering, maintenance, ICT and technical administration. Offices in Maastricht, Rotterdam, Hasselt-Belgium, turnover ƒ 13M, 95 FTE. In addition responsible for commercial activities of PDM Group in Germany, mainly focused on maintenance, design projects and consultancy.1993 - 1994 Manager - PDM Engineering bv: responsible for operations and commercial activities of PDM Engineering (110 FTE).

GTI Heerlen (subsidiary of GTI nv, listed on the Amsterdam Stock Exchange) focuses on the design, building and maintenance of building installations.1990 - 1993 Head of department Technisch Onderhoud & Services: operational and commercial responsible for maintenance department (45 FTE). The maintenance department focussed on the execution of multidisciplinary preventive and corrective maintenance works (including smaller projects).In addition responsible for the coordination of all the maintenance departments within the southern region of GTI (Brabant and Limburg).Member of the management team.1990 Management trainee.

Miniware was a supplier of computers and software with several Sales Offices in the Netherlands.Head of internal Support Office: responsible for order screening and the logistics planning of sales orders (4 FTE).