Work with familiy offices and Private Equity Responsible for the execution of the ‘Autonomous growth strategy’ by initiate ‘initiatives’ within the different divisions of Royal Reesink to growth the installed base via new and used equipment sales, leverage opportunities out of the installed base and monitoring results out of these initiatives. To further support the autonomous growth also responsible for introducing financing solutions matching customers demand and specific needs per industry as well as the design and execution of operational excellence programs.Very experienced in optimizing the earning model of equipment retail and wholesale organizations with revenue streams as prime sales, after sales (services), Used, parts, rental and lease. Many years of experience in the construction and material handling market and knowledge of equipment financing (leasing).

After delisting of Royal Reesink asked to join Royal Reesink group management to focus on structuring wholesale and retail (lease) financial solutions as well as to be responsible for setting up financial and operational enhancement programs for Royal Reesink.As Director Financial Solutions at Royal Reesink reporting to the CEO and CFO of Royal Reesink BV. Responsible for introducing new commercial finance programs and structuring the leasing solutions for the different divisions of Royal Reesink. Director Financial Solutions is also part of the group management of Royal Reesink (revenue ca. EUR 650m and 1.600 FTE). Royal Reesink has 4 divisions which are active in Agriculture business, Construction business, Green business and Material Handling business. Royal Reesink operates in 8 different countries and based on their ‘buy and build’ strategy Royal Reesink is growing rapidly.Beside this Roy is responsible for the design and implementation of financial and operational enhancement programs of Royal Reesink. Programs are focused on creating long term shareholders value (e.g. structural reduction of net working capital, improve operational results, simplify legal structure, strategy and earning model on leasing solutions)

MotracLinde is part of Royal Reesink BV since 2013.As part of management development became responsible for the Motraclinde operation and reporting to Group Director. As Director Operations responsible for prime sales, service, Used and Rental departments as well as the Vendor Lease solutions (total 240 fte).Responsible for:• Revenue, gross margin and profitability operations• Operations management team (4 FTE)• Increase of market share and sales steering• Improve business processes to become more efficient• Closer cooperation between Sales and Service organization to better serve the customers• Focus on installed base management to increase after sales revenues• Introduction new Fleet management concept for key accounts with closer cooperation between rental department and service department

After acquisistion of PMH-E by Royal Reesink continued as group controller (including former responsibilities) and in addition responsible for:- post acquisition phase, - carve out of PON (IT, treasury, legal, reporting etc) and integration within Royal Reesink NV.- managing lease portfolio's in different countries and keeping solutions off-balance

During 2010-2013 combined this role with being the controller of Motraclinde (part of Pon Material Handling Europe group (PMH-E)). During this period member of the PMH-E board and also member of the Management Team of Motrac Intern Transport (as controller). As board member together with Group Director reporting to Senior Vice President Pon in Houston (US)PMH-E (revenue ca. EUR 250m and 750 FTE's ) consist of Motrac Intern Transport (NL), Motrac Handling & Cleaning NV (BE), Pelzer Fördertechnik GmbH (GE), Motrac Hydrauliek (NL) and Motrac Hydraulics GmbH (GE). First three companies are the Linde forklift dealers for the Benelux and partially Germany (Nordrhein westfalen). Responsible for:- Financial reporting and consolidation- Monthly meetings with Group Director per OpCo to discuss monthly results and progress of enhancement programs- Budget and Forecasting- Harmonize reporting structures and alignment of KPI definitions- Create new monthly reporting booklet- Introduction of Balanced scorecard - Introduce Bill of Authority and Compliance program (together with Pon Holdings)In 2011 as member of PMH-E board involved in building a new growth strategy together with the Group Director. After building the strategy responsible for monitoring the progress of implementation per Opco and measuring the impact of the new strategy (financial and operational impact).Mid 2013 PMH-E was sold by Pon to Royal Reesink NV. During sale to Royal Reesink member of M&A team of Pon and responsible for financial related questions in due diligence process. Together with Group Director responsible for several presentations to M&A team and Board of Royal Reesink NV. Parallel responsible for building new off-balance vendor lease (financing) program for the Dutch activities with BNP Paribas leasing solutions due to stop lease captive of Pon after sale to Royal Reesink NV.

Financial responsible for Motraclinde and part of Management Team Motraclinde. Reporting to Managing Director and responsible for:- Finance department / business controlling (11 FTE) - Cash flow forecasting and managing Net working capital- Reduction total Net Working Capital with 40% (focus on credit management and supply chain)- Financial reporting (improve speed and quality of monthly closing process)- Improve business processes and introduction of Bill of Authority- Budgetting en forecasting process - Reporting in Hyperion Financial Management (HFM) - Implement new datawarehouse system Cognos- Create new management reporting structure (one "truth" within organization)- Improve insights in financial and operational performance- Support sales team with lease solutions (together with lease captive PON)- Introduction insurance program (inhouse) for lease portfolio (> 3.000 leasing contracts)Motraclinde is part of the Pon Holdings just like Pon Equipment Nederland (previous job).

Reporting to CFO of Pon Equipment and responsible for:- Financial reporting (improve speed and quality of monthly closing process)- Budgetting en forecasting- Implement datawarehouse- Structure and combine financial and operational information- Create new management reporting structure (one "truth" within organization)- Improve insights in financial and operational performance- Support sales team with lease solutions (together with lease captive OEM)