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The CS DUV IB mgt team is part of the ASML Customer Support Organization, responsible for the installation, upgrade and maintenance of ASML systems at customer factories, known as fabs. Our Customer Support vision is:“We will enable our customers to be successful in their fabs, be number one in customer service ranked by our customers and run CS as a business with specific installed-base revenue targets.” I manage a team of Cost & Improvement Project leads in driving a portfolio of operational improvement projects, within the CS DUV organisation. This involves leading- and contributing to process improvement projects across multiple departments and sectors. In addition I represent the business segment in the Cost Down Portfolio Board, in order to enable a cost-effective installed base support organisation

As CS EUV Performance Improvement Manager my role is to drive strategy execution and performance improvement in order to secure a a cost effective service organization.Translating the strategic objectives in to business segment and departmental KPIs, I ensure ownership of performance within the departments by securing the correct focus on business critical KPIs and breakthrough change projects.My focus is on all activities required to drive performance management and the underlying improvement plans and execution roadmaps, ensuring alignment with stakeholders at all levels throughout the worldwide organisation.

Chief of Staff to the EUV Business Segment VP: supports the CS EUV Staff in driving the CS EUV priorities and alignment with other departments and sectors: dual role as Performance Improvement manager. responsibilities:• Drive strategy development & execution via ASML strategic, financial and operational (business) processes / Hoshin Kanri for CS (EUV) central- & field organization;• Manages the (strategic-through tactical) performance improvement management process within the CS EUV Organisation;• Drive CS EUV governance for breakthrough projects / performance improvement initiatives in line with field- & central improvement needs.

As member of the Supplier Account Teams (SAT), I manage a portfolio of strategic suppliers towards competitive Supply Chain performance with a focus on the reliability and flexibility of supply while understanding and controlling the risks within the supply chain.Key areas of responsibilities are:• Managing strategic suppliers towards competitive logistic performance• Cycle time / order lead time reduction programs at suppliers• Continuous supply chain risk analysis & improvement action plans• Implementation of the supply chain planning roadmap in ASML and ASML supplier network• Escalation management to solve structural bottle necks in supply chain

As supply chain engineer I was a facilitator, managing the interaction between both internal and external stakeholders. The primary goal was to support the ASML development process, by ensuring early supplier involvement and contributing in supplier selection in order to create a stable supply base, capable of supporting the ASML development roadmap. Ensuring manufacturability and optimising supplier processes in order to ensure consistent quality and on time delivery of sourced parts at acceptable costs were the primary goals. Products/suppliers: Mechatronics/Laser Sources/ Vacuum vessels and peripherals.

After the introduction of a new product group, I headed the set-up of a new department within production. This involved designing the layout, logistical processes and assigning and supervising the workforce, consisting a small team of office personnel as well as a small production team. Quality improvement, lead time reduction and customer satisfaction were the key aspects of this position.

As an Engineer/Werkvoorbereider I was part of the engineering department and was responsible for the provision of technical information, drawings, parts lists and routing for the Colt production department. Providing technical support and advice to production supervisors was also an integral part of this function. Other important tasks were: Co-operating on new product development, optimising present production processes and entering and maintaining master data within the ERP system.

As a part of a small engineering team I was responsible for the introduction of protoype products for the automotive indudusty, for clients such as Mercedes, Porche Volvo and Volkswagen. This involved the programming and production of the first parts and ensuring a smooth transition between prototype phase and volume production.