Sander Egbers Email and Phone Number
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Contact: 06-54928746, segbers@moveg.nlProfiel + kernkwaliteitenErvaren, allround lijn-, proces- en verandermanager met een bedrijfskundige opleiding op WO niveau en sterke commerciële focus. Heeft door zijn brede bedrijfskundige achtergrond én zijn integrale werk- en branche ervaring (operations, commercie én financiën ) een scherp oog voor de verschillende disciplines en de integrale werk- en ketenprocessen binnen de organisatie. Voegt waarde toe aan de (commerciële) procesgang binnen (inter)nationale MKB productie- en handel organisaties door focus aan te brengen op verbetering, professionalisering, risicospreiding en toekomstbestendige groei. De basis is hierbij het creëren van onderscheidend vermogen o.b.v. een gedegen kennis van de klant en de markt. Bepaald richting. Bouwer. Gedreven leider die door zijn analytische vaardigheden en resultaatgerichtheid snel tot de kern komt. Schakelt makkelijk en snel tussen strategie-formulering en het doorvoeren van veranderingen op de werkvloer. Kernwaarden: integer, pragmatisch, nuchter, analytisch, klant georiënteerd, verbindend en sterk doelgericht. Hanteert de menselijke maat en beschikt over een gezonde dosis humor en relativeringsvermogen.Kennis- & expertisegebieden• Lijn, verander- en transitiemanagement (cultuur en organisatie) uit noodzaak (crisis) óf ambitie (groei, risicospreiding)• Projectmanagement.• Integraal bedrijfskundig inzicht en brede werkervaring (Operations, Commercie én Financiën) • Internationaal Marketing & Sales Management (zowel het opzetten eigen vestigingen als werven en aansturen van externe dealers en agenten).• Productie- en Handelsbedrijven.Gewenste werkomgevingEen commerciële / algemene management functie binnen een commerciële (handel / productie) MKB-organisatie. De organisatie dient zich te richten op verandering in een bij voorkeur internationale omgeving. Verandering kan daarbij noodzakelijk zijn (overleven, crisis) of voortvloeien uit ambitie (groei, risicospreiding).
Burg Lüling Gmbh & Co. Kg
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Business Unit DirectorBurg Lüling Gmbh & Co. Kg Jan 2019 - PresentHagen, North Rhine-Westphalia, Germany
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Export DirectorBurg F.W. Lüling Kg Mar 2018 - Dec 2018Dortmund En Omgeving, Duitsland
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Managing DirectorLoqit B.V. Mar 2015 - Nov 2017DrachtenSonesto (www.sonesto.nl, B2B) develops and delivers proprietary solutions for the secure storage and distribution of goods, primarily lockers for the school market. LoQit (www.loqit.nl, B2B) develops and delivers its own high-tech electronic locks for lockers. Managing Director and chairman of the management team for both companies. Line management of a team consisting of a commercial manager, operations manager, product manager, service manager, office manager and marketing manager. Responsible for both the short-term P&L of both organisations and the development of long-term strategy and market positioning. Commercially responsible for the export market and closely involved in sales activities within the Netherlands (under the operational supervision of the commercial manager). I was specifically tasked with professionalising the organisation, diversifying its risks and increasing its revenue. Major results: Innovation involving developing a proprietary electronic lock in a newly-founded organisation, LoQit BV (required a great deal of external contact with financing parties). Expanded exports from three to eight countries. Success rate with tenders (value above €209.000,- mainly with schools/governments) increased. Implemented a uniform group structure. Drafted and implemented a strategic & operational 5-year plan for growth, based on OGSM methodology. Won the LoQit Innovation Award; nominated for the SME Innovation ‘Top 100’. Diversified risk by adding new product/market/country combinations. Transformed inward focus into a focus on the client, distinctive value and innovation. Job of ‘sales representative’ changed into “project advisor” ( focus on the best solution for the customer). Achieved professionalization of both organisations (structure, procedures, processes, documents), prepared them for the next step. Entered into strategic partnerships with multiple large parties. -
Managing DirectorSonesto Bv Sep 2013 - Nov 2017DrachtenSonesto (www.sonesto.nl, B2B) develops and delivers proprietary solutions for the secure storage and distribution of goods, primarily lockers for the school market. LoQit (www.loqit.nl, B2B) develops and delivers its own high-tech electronic locks for lockers. Managing Director and chairman of the management team for both companies. Line management of a team consisting of a commercial manager, operations manager, product manager, service manager, office manager and marketing manager. Responsible for both the short-term P&L of both organisations and the development of long-term strategy and market positioning. Commercially responsible for the export market and closely involved in sales activities within the Netherlands (under the operational supervision of the commercial manager). I was specifically tasked with professionalising the organisation, diversifying its risks and increasing its revenue. Major results: Innovation involving developing a proprietary electronic lock in a newly-founded organisation, LoQit BV (required a great deal of external contact with financing parties). Expanded exports from three to eight countries. Success rate with tenders (value above €209.000,- mainly with schools/governments) increased. Implemented a uniform group structure. Drafted and implemented a strategic & operational 5-year plan for growth, based on OGSM methodology. Won the LoQit Innovation Award; nominated for the SME Innovation ‘Top 100’. Diversified risk by adding new product/market/country combinations. Transformed inward focus into a focus on the client, distinctive value and innovation. Job of ‘sales representative’ changed into “project advisor” ( focus on the best solution for the customer). Achieved professionalization of both organisations (structure, procedures, processes, documents), prepared them for the next step. Entered into strategic partnerships with multiple large parties. -
Interim CcoBollegraaf Recycling Machinery (Capital Goods) Jan 2012 - Jun 2012AppingedamManufacturer Bollegraaf (www.bollegraaf.com, B2B) delivers sorting solutions to the recycling industry worldwide. As a Board member, I was responsible for the international Marketing & Sales activities (5 sales offices, 15 agents). This involved line management of a team consisting of a sales manager, export manager, marketing manager, service manager, commercial project managers and internal sales. Specific brief: improve the internal organisation and establish a vision and structure to increase success in export countries beyond the major sales territory, North America.Major results: Transformed the identity of the organisation from a supplier of technical products to a commercial seller of solution-oriented systems. Supported this transformation by adjusting the structure of the commercial department. Result: a full order sheet. Revived the relationship with and sales via agents and sales offices abroad. Established clear-cut processes, procedures and planning systems to allow the commercial organisation to operate more efficiently and effectively. Created an enhanced commercial focus by modifying structure and assigning priorities; this included the hiring of new employees with commercial experience. Thoroughly updated the marketing and market communication proposition: website, brochures, advertisements, stand at trade fairs and so on. -
CeoFaber International Bv / Glen Dimplex Benelux Bv (Consumer Goods) Jun 2006 - Sep 2011Heerenveen / AlmereCEO and chairman of the Board for both Faber International BV (brand Faber: www.faber.nl, B2C) and Glen Dimplex Benelux BV (brand Carmen: www.carmen.nl, B2C), both companies are subsidiaries of the Irish multinational Glen Dimplex (www.glendimplex.com). Line manager of a team consisting of: CCO, CFO, R&D manager. Also served as acting CCO for a time. I was responsible for both the short-term P&L of both companies and the mid-to-long-term strategy and market positioning.Major results: Created a focus on new activities by establishing a New Business Department; realised turnover of €1m in a year’s time. Expanded the number of export countries from 3 to 22 by opening new sales offices and selecting new distributors. Market leader in Europe. First sales in America and Canada. Established a new sales department for free-standing hobs. Attracted new and better-qualified employees. Realised strong growth in revenue (+€2m in two years’ time). Increasing sales with most of the major retail chains in The Netherlands and Belgium (Mediamarkt, Blokker, Kijkshop, BCC,Scheer & Foppen,A.S. Watson, Intergamma, Makro, Brico, vanden Borre, etc...). By implementing (management by) KPI’s, personally more active in the market (purchase/sales). Reducing the number of brands for the same product from 3 to one. Was able to realise a substantial increase in the market share of existing products, despite a downward turn in the market, thanks to a continued focus on investments in R&D. Combined the two organisations into a single physical location and completed preparations for an expansion of the premises. Integrated the leadership of the two enterprises into a single Board. Optimised the integral purchasing, supply chain and production process. Realised strong increase in imports from Europe and Asia.
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CfoFaber International Bv / Glen Dimplex Benelux Bv (Consumer Goods) Jan 2002 - May 2006Heerenveen / AlmereCFO and member of the Board of both Faber International BV and Glen Dimplex Benelux BV (both companies are subsidiaries of the Irish multinational Glen Dimplex). Directly managed the Finance department, ICT department and HRM department of both organisations, eight employees in total. Was responsible for the entire financial and internal structure of both organisations, including various reports submitted to the parent company and stakeholders.Major results: Managed (and carried out significant operational work in connection with) the legal merger between Faber International BV and Tredim BV. Applied an effective and efficient structure to the financial organisation, in keeping with the guidelines of the parent company. Implementation of KPI’s. Realised a cultural shift in both organisations, towards more customer-oriented and commercial thinking; did so in part by providing insight into the financial consequences of decisions taken. Restored a struggling division in the Netherlands, Dimplex Heating, to fiscal health. Set up a sales organisation in Germany in the role of Geschäfstführer. Decreased the working capital requirement by reducing stock and accounts receivable balance.
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Various Finance-Related (International) Positions (Incl. Finance Director, Controller, Bookkeeper)Central Industry Group (Shipbuilding) Sep 1996 - Dec 2001Groningen, NetherlandsWorking for several (international) group companies. Focus on troubleshooting at existing subsidiaries and starting up new subsidiaries.
Sander Egbers Skills
Sander Egbers Education Details
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Business Science -
Higher Economic/Administrative Education (Heao) -
Jacobus CollegeHigh School
Frequently Asked Questions about Sander Egbers
What company does Sander Egbers work for?
Sander Egbers works for Burg Lüling Gmbh & Co. Kg
What is Sander Egbers's role at the current company?
Sander Egbers's current role is Allround commercial/general manager, international focus. Setup/grow export. Drive. Change. Relationship. +31654928746.
What is Sander Egbers's email address?
Sander Egbers's email address is sa****@****mail.nl
What schools did Sander Egbers attend?
Sander Egbers attended Rijksuniversiteit Groningen / University Of Groningen, Hogeschool Enschede, Jacobus College.
What skills is Sander Egbers known for?
Sander Egbers has skills like Management, New Business Development, Business Strategy, B2b, Budgets, Marketing, Change Management, Leadership, Sales, Sales Management, Interim Management, Management Consulting.
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