Tim De Bruin Email & Phone Number

Amsterdam, Nh, Nl

ProRail is the rail infrastructure manager in the Netherlands and provides maintenance, division of capacity, traffic control and construction. Turnover € 1,3 billion and over 3,900 FTE.

Utrecht Area, Netherlands

Responsibilities:Business partner / business controller of Director BU Railinfrastructure Projects and manager Big Strategic Projects and Programms with scope of over 650 projects with annual volume of over €900 million;Member Management Team Railinfrastructure Projects;Member Tenderboard BU Projects and Claim Councel; Managing business control department of BU Projects (6 FTE) with scope of over 900 projects with annual volume of over € 1.200 mln. Results:Design and implementation of well functioning Business Control Projects department with satisfied management regarding business partnering.

Utrecht Area, Netherlands

Responsibilities as from October 2015:Business partner / business controller of Director BU Railinfrastructure Projects with scope of over 650 projects with annual volume of over €700 million;Member Management Team Railinfrastructure Projects;ResultsDesign and implementation of automated projectsteering dashboard and project report;Financial control by overview, improvement and structure.Responsibilities:Business controller BU Projects;Directing the finance product chain for the BU Projects;Chairman of finance teams in which business, financial and projectcontrollers cooperate for internal BU Projects clients;Improvement of chain working processes, cooperation and financial products.Results:A coordinated work together and delivery of products within Finance departments for good business partnering.

Utrecht

Responsibilities:Program management of change program (transition and implementation) of Finance department;Over 240 FTE involved;Managing program management department (five FTE projectmanagers and PMO).Results:Positive advice of works council for reorganization and approval of trade unions;Business control, financial control and Shared Service Center departments and improved working processes;More than 10% reduction of personnel;Program results in accordance with scope and planning and lower costs than budgetted.

Utrecht Area, Netherlands

Responsibilities:Design and implementation of spatial development;Member of managementteam Relationshipmanagement (of authorities);Projectmanager future vision 2040 a.i. ;Projectmanager tunnel cooperation with Rijkswaterstaat. Results: Assesment of long term needs for rail capacity and infrastructure of authorities;Direction and coordination of realization Lightrail policy;Projectplan Scenario's of the future;Shortlist with multiple interest tunnels with Rijkswaterstaat.

Connexion is market leader in regional passenger transportation and ambulance care in the Netherlands. Turnover: €1.1 billion; workforce: 15,000Responsibilities:Business partner/business controller of BU Director Taxi, Tours & Ambulance and Director Taxi;Member Management Team BU Taxi, Tours & Ambulance;Financial-economic policy and planning and control process within division; Managing department of finance and control (20 FTE); Turnover: €380 million, 3,100 FTE.Results:More than 10% organic growth in turnover compared to 2008; More than 50% performance growth compared to 2008, return on sales improvement of two percentage points; Reduction of more than 50% in working capital for instance through reduction of eight days in Days Sales Outstanding; Planning and Control cycle per business line with focus on gross margin and Key Performance Indicators.

Responsibilities:Risk-management policy and mode of operation within company.Results:Creation and implementation of risk-management framework including risk-management policy, risk-acceptance level, working processes, joint risk language and responsibility distribution; Guaranteeing that risks related to strategic and derived targets and company-critical activities are identified, evaluated, managed, monitored, and reported in a uniform and systematic manner.

Responsibilities:Policy on quality, accessibility, social security and railway safety; Design, optimization, and management of operations and business processes; QSHE (quality, safety, health and environmental care) audits; Managing department of quality and safety (six FTE).Results:Design and implementation of integral QSHE management system; Quality certification (ISO 9001); Recognition as railway company by obtaining railway permit and safety certification and organization and implementation of railway-company operations; Public-transport-accessibility business meeting.

Responsibilities:Design, optimization, and management of operations and business processes forConnexxion Holding and division of public transport;Contract-management policy and mode of operation; Managing department of contract and process management (four FTE).Results:Design and implementation of reorganization and corresponding working processes led to more than 10% reduction in personnel with indirect responsibilities as consequence of staff centralization operation and reduction in regions;Creation of contract management policy and mode of operation; Functional specification, selection, and implementation of automated contract-management system and software for handheld computers of ticket inspectors;Design and implementation of automated working process of ticket inspectors leading to reduction of administrative tasks and increase of available inspection time with 20%.

Responsibilities:Giving strategy and business-development advice to executive board and divisional managers.Results:Implementation of reorganization with respect to holding and public transport division leading to more than 15% reduction in personnel with indirect responsibilities as consequence of halving of number of main offices and regions, standardization of working processes (best practices) and centralization of real estate and fleet; Strategy for ambulance market; Strategy for German market.

IG&H is an independent management consultancy. It was founded in 1988 and specializes in transport and logistics. It has developed into a professional organization with, at the time, more than 120 employees.Responsibilities:Advising managements and boards of industrial enterprises (Vopak, BP, Borealis, etc.) on logistics and logistics service providers on management.Results:Advice on appropriate international takeover candidate; Recruitment of appropriate international candidate for outsourcing of onsite logistics; Benchmarking of rail-transport conditions and potential in process industry; International distribution strategy for producer leading to more than 10% reduction in costs.

NS Cargo was the largest Dutch rail-transport operator active in Europe with a turnover of €160 million and 1,500 employees. It currently operates as DB Schenker Nederland N.V., a subsidiary of DB AG.Responsibilities:Commercial responsibility for sale and quality of international and national container shuttle trains from port of Rotterdam to Belgium, Austria, and the Netherlands for rail operators;Coordination and execution of product development, tenders, contracts, contract negotiations, invoicing, and account management;Turnover: €10 million.Results:A few percentage points increase in return on sales compared to 1999.

Responsibilities:Daily coordination of Dutch/German project organization of merger between NS Cargo and DB Cargo; Monitoring and reporting on progress of functional project teams and executing integration projects.Results:Well-prepared and on-schedule merger; Design and implementation of joint customer-satisfaction research; Implementation of key-account programme of DB Cargo in the Netherlands.

Results:Design and implementation of improved bid process through cooperationwith specialized rail freight forwarders for destinations Russia/Eastern Europe leading to better product for the customer, reduction of to be handled bids with 20% and higher bid hit rate;Design and implementation of improved wagon rental costs process through estimation model and usage instructions resulting in a reduction of the deviation between realized and estimated wagon rental costs with more than 10% points and the timely availability of the right wagon for customer.

Lorjé was a dealer of computer hardware and supplier of computer networks with a workforce of 90. It was taken over by Simac in 1998.Responsibilities:Preparation of ISO 9001 certificate and optimization of working processes while studyingsubsequent to traineeship.

Communicatie Met Impact

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