A team member of the Global Container & International Freight team.Strategically responsible for sourcing, purchasing, contract- & vendor management of container transport, including stakeholder management in the EMEA region. Globally responsible for the development & implementation of Cargill’s Freight Forwarder Strategy.

A global freight forwarding & supply chain company with +3000 employees in +100 offices across the world. The company has grown from a local company founded in Austria in 1982 to where it is today. The group is one of the largest players in central & east Europe. My role is to further develop the BeNeLux organisation & organically grow the company to the next level. We expanded in April 2020 from 4 (NLAMS-NLRTM-BEANR-BEBRU) to 6 offices opening up in Liege & Roermond. All offices deliver the full range of products.I have been successful in re-structuring the sub region with 100FTE from having a pure local P&L focus to a network company and growing, reducing the potential loss from minus 1.7 mio to minus 0,2 mio optimizing operations and increasing sales, Belgium profitable in 2019, NL expected to be profitable in 2020. Last but not least I delivered a successful team opening up in Turkey, it took just 10 month’s to come to 70+ people in 7 offices and be profitable.

ECU Worldwide is part of the Avvashya group. This Mumbai headquartered logistics group has in total 9.000+ employees in 170 countries. It has been my task to expand the product portfolio of the group to FCL direct & Air E2E products. The role included the responsibility for the global product P&L, hire policy, staff, training, global carrier management and for the local Managing Director in the Netherlands for both the LCL & warehousing & distribution activity under the brand names ECU Worldwide & Rotterdam Freight Station b.v.The development & growth was running smooth and according plan to deliver the promise 500.000 teus in 2020.

This role included; global overall responsibility for the ocean freight forwarding product including but not limited to the global product strategy, product P&L, product operations, business development, supplier management, global procurement, tender management, pricing, gateways & staff, training/coaching. My direct reports was a team of 12 oceanfreight directors who were located around the world and together we were leading (direct & indirect) 4.500 ocean freight professionals. I am awarded for the delivery of the highest nett revenue growth and for successful global gateway/distribution development.In my co-role as SVP Freight Forwarding EMENA region i was a member of the EMENA executive board responsible for Air- and Oceanfreight.At my start at UTi the oceanfreight product was close to non-existent in Europe. With a small regional team of 2 people we achieved doubling our volume 5 consecutive years also having the highest profit margin on a global level.

In this role i was end-Responsible for the product including the regional P&L, product development, procurement and tender management in EMEA. During the start in Menlo the product was non-existent, the drive and the motivated team made it happen.

Started as line manager for breakbulk & project carriers followed by line manager for container carrier agencies. I set-up, implemented and maintained the ISO9002 quality system being Quality Assurance Manager and acting HR Manager for 3 years. Before the company was sold to the stock exchange quoted Internatio Muller group i was promoted to general manager. In this role i was co-responsible for the integration of the shipping & forwarding division.During this employment I completed a business integrated MBA with focus on change management via the Small businesss School (Stichting Bedrijfskunde) faculty of Erasmus university at BBA level. I was promoted to change/transformation-manager and formed a team with a well known external change manager to transform the shipping division. We restructured the fragmented company into a cost efficient European group with a central backoffice & reduced the company operational costs with 25%. The new company was sold to the Royal Burger Group. I was appointed as Managing Director for 3 entities and as division director for operations, finance and IT. My role was again to integrate the former group with the Royal Burger & Cornelder group. We successfully completed our mission.

This company was the exclusive agent for container carrier Sea-Land Service Inc now Maersk Line. Started at the documentation department followed by inside sales, pricing, container control, ship operation etc . In the last years I was appointed to run all Sea-Land European Short Sea services as trade manager. I decided to move to the group’s sister company Trans-maritime Freight Agencies to learn more about other parts in the industry.