BOLD is a consultancy firm for Turnarounds, Transformations and Transactions on (inter)national level. We have the knowledge, expertise and experience to support and lead businesses by combining strategies with our hands-on 'analyse, advise, execute' approach.

Self employed business / management consultant. Experienced in complex and changing organizations, acting on tactical/strategic levels preferable in a no-nonsense environment. Business analysis/reviews, organization development / restructuring and performance optimization . Advisor for the board of directors.

The Independent Financial Advisory Company with visible senior commitment supporting your project. The TIC Advisory team delivers transaction related services such as due diligence and independent business reviews. Our unique combination of business experience, independency, commitment, entrepreneurship and passion ensures delivering top quality services. TIC Advisory has a strong and building client base spread across leading mid-market private equity houses, banks, major corporates and capital markets.. We work for Dutch-based PE’s, Family offices, SME’s, Corporates, Investment Banks and Corporate Finance Boutiques.Our aim is to assist clients in the Netherlands and Europe in making them achieve their goals by doing acquisitions, divestments and restructuring. Our effort is to provide independent smart, thoughtful and pragmatic advice, while acting professional with honor and integrity. Key to our approach is a visible and active senior input throughout the transaction processes. We are unencumbered by many of the restrictions of a CPA firm, and employ a tailored scope based on our clients’ specific needs.For more information, please contact one of our partners, www.tic-advisory.nl

Started as Managing Partner with the purpose to boost development from lifestyle towards value added business. - Developed the strategic propostion and identified growth perspective - Marketing (proposition) and market communication - Recruitment of executive level finance professionals- New business development

Aludium (PE) is a carve-out organisation of Alcoa and started January 1st 2015. I've started as Global FP&A to develop the FP&A role and position from headquarters in Amstelveen for the three local plants in both Spain and France. In this position I was mainly responsible for;* Monthly reporting and forecasting on consolidated level which included both financial and operational KPI’s* Responsible for the timely execution of the budgeting process (2016) with local commitment and owner and board approval (Atlas Holding USA).* Responsible for the financial reporting of specific globally viewed costs as IT , SG&A and management accounting for hedging.* Participate in the strategic project Aludium 2020

International family owned business (€600mio / 2000fte) requested a redesign of the financial department to fit the new organisational structure. As director FP&A I reported to the CFO and was responsible for starting up the newly formed FP&A team (8fte) which was separated from the more traditional financial accounting. * Develop and positioning the new business control (FP&A) and business intelligence (8fte) department * Developed and coordinated the execution of a new budgetproces (AOP) for 2015 to fit the new organisational structure and integral value management methodology. * Acted as change manager to enable both FP&A team as business and operational management to steer performance on integral value.* Initiated management information (Tableau) as enabler for performance measurement.Results: Approved and committed outcome (integral value) of the process , developed FP&A team on both content and behavioural components.

I was asked to position the function of business control (9fte) after centralisation of the finance department for the non-profit organisation NWO. My key responsibilitaties were:* Develop and postioning of business/financial control (8fte) * Execution on the Recovery project to ensure compliance in the financial statements as a result of changed regulations * Development of management accounting

Develop and position business control in new organisation structure:* Coordination of business control (3 fte) for Technical Sciences (€200mln, 1400fte)* Business analysis & reporting* Business cases for Capex project (€100k – €3mln)* Co-worked with directors on acquisition and privatization of research groups

Professionalize the business supporting department to become more value adding to the primary processes in pediatric health care.• Developing internal planning & control (€30mio, 300fte)• Development and implementation of management information tools (BI)• Implement SLA with central supporting departments (IT, Facilities)• Redefine job profiles and execute the aligned staffingResults: empowered supporting department, implemented P&C cycle and availability of relevant , accurate and timely management information

Advisor for corporate business support to detect and define corporate savings potential on business supporting activities withing the company as preparation for expected reduction of subsidiaries.

Building strong position and create added value for business- and project control * Planning & control business units (€ 8mln 83fte/€10mln 95fte)* Advisor business unit managers and co-partner in reaching business unit goals & targetsResults: acknowledged position of business and project control and valued business partner to the business.

Centralized financial department (SSC ) in combination with recent SAP implementation * Recovery processes SAP ( FI/CO, MM en PS)* Restructuring the financial organisation within SSC (80fte)* Reduction of formation (-/15fte)* Implementation of a planning & controlcycle Results: professionalization SSC, implementated planning & controlcycle and realisation of reduction in formation.

Centralized financial department (from 3 to 1 location) / 15 fte) * Manage backlogs in different financial disciplines* Reorganize processes and working methods* Professionalize financial departmentResult: adequate and stabile finance department (SSC) with a new and motived team

Advisering van RvB en concerncontrol bij invoering nieuwe begrotingsmethodiek ondersteunende diensten (SSC)* Adviseur RvB en Concerncontrol* Ondersteunen/begeleiden projectleider Resultaat: Implementatie nieuwe systematiek voor begroting 2007, inclusief SLA SSC – Zorgdivisies en producten/dienstencatalogus

Support concern control in assessing health division budgets. Report on results and suggest necessary adjustment to the board. Controller for both a health division (maternity leave) and facility direction (reallocation project housing costs)

* Development costs allocation methodology and SLA agreements of new SSC * Division controller assisting in adapting finance structure underlying the change of clinical to ambulant services

Interim or project based consultancy for profit and non-profit organisations, for example as project manager in financial of process-orientated projects, financial or business controller.

As supply chain manager for the three production facilities of RUCO I was responsible for the business activities quality, logistics, procurement and planning. * Develop and implement a new logistic concept for RUCO Industries (push to pull)* Develop a professional procurement function

I was responsible for all financial statements and personnel administration for a small sized, privatly owned, production business .This included optimizing the AO/IC, tax application and managing three employees. As key user of their ERP-system (ProdinP2) I participated in the introduction project of the EPR system in another business unit. This resulted in a fulltime function as application manager.

Assistant Accountant for small and medium businesses. Performed on operational level for tax applications, general ledger administration and financial statements.