The Randstad, Netherlands
*** Please contact me for availabilty in 2026 *** Welcome to my page. I am an HR professional who stands for strong leadership, engaged employees, winning teams, and best-in-class HR. I achieve this by connecting myself and teams to the core of organizational goals and what people need to achieve these. With an integrated approach, HR strategy, goals, projects, and services, I contribute to the success of the organization. Key skills include knowledge of, and experience with, all HR disciplines and both strategic and hands-on leadership of teams and work. Strengths include solution-oriented, conceptual, optimistic, and strong in relationship building. Recognized for taking initiative, strong priority setting and achieving the best possible in demanding, transformation-driven environments. Roles: interim HR director, interim CHRO, interim HR manager, interim HR transition manager, interim HR programme manager, interim HR project manager, interim HR project leader, interim head of HR, interim HR team leader. Email: [email protected] Mobile: +31 (0)681353936
In my interim assignment at Huisman Equipment, I support the continued development and professionalisation of the HR function by bringing structure, direction and execution power to key strategic HR priorities. The assignment combines hands-on project leadership with senior HR advisory, drawing on my experience in larger, international and more complex organisational environments. Key focus areas include equal pay legislation, total workforce acquisition procedures and policies, integrated talent management and succession planning, leadership development (e.g. training sessions for approx. 100 managers) job architecture development, pay transparency, audit mitigation, and strengthening the HR Business Partner interface with the business with the aim of creating more clarity, consistency and sustainable HR impact.
Providing HR leadership for the specific Landing Gear and Aerostructures businesses (1,200) with the further development and acceleration of their people strategies and activities in direct alignment with business objectives. Supporting and driving the development, deployment, and the programme & change management of the country HR transformational projects. Leading a team of 10 HR professionals, working together support functions, and CoE's on progressing at HR effectiveness and related capability development. Key results and impact: Stabilised multiple HR teams and significantly strengthened collaboration and alignment between business HR, country HR, and Centres of Excellence. Transformed HR service delivery from reactive and transactional to proactive, more tactical, and increasingly strategic. Established well-aligned and widely supported annual HR plans for two businesses, including clear agreements on required HR support and capacity. Active member of several management teams and (international) steering and advisory committees. HR lead for the Works Council (OR) for two businesses, with interfaces to the Central Works Council and the European Works Council. Implemented multiple functional HR initiatives, including a new SuccessFactors module, time registration, HR dashboards, shared working strategies, and the implementation of a new occupational health service. Achieved a short-term sickness absence reduction of significance, while simultaneously initiating a sustainable cultural shift focused on increased attention to employees, wellbeing and more frequent, meaningful dialogues. +90% Gallup Q12 participation and improved engagement. Delivered cultural change through approximately 100 leaders, via training on effective feedback, objective performance assessments, business simulations, and the promotion of solution-oriented ownership enabling issues to be resolved lower in the organisation and positively impacting multiple performance dimensions.
Together with the team streamlining business needs into talent acquisition strategies and supportive new ways of working while the teams progressing mass recruitment (3,340 filled positions in 2024, 1,200 in Q1 2025). Designed and implemented new ways of working supporting the necessary transition from reactive to proactive total talent acquisition enabling mass recruitment with business alignment and absorption support. Implementing companywide governance, processes and led the related new recruitment business partnering function. Designed and implemented improved strategic resource management work processes and successfully completed multiple Workday business cases. Hands-on coaching at all levels. Alliander is working on the energy of today and tomorrow. The transition to a sustainable energy supply is in full swing and this requires a substantial expansion of the workforce. This growth spread over many operating companies and departments must be well structured, controlled and managed.
Together with the team responsible to lead and drive all HR work packages supporting the organisational downsizing (-3,950). These included organising towards the future state of the organisation, setting up knowledge retention strategies, coordinating all employee downsizing activities and coordinating the necessary HR administration. In addition, providing employee support including intra company secondments, outplacement support and coordinating a mobility centre including job fairs. Due to BMW Group's production reallocation VDL Nedcar had to eliminate 1,500 jobs per November 2023, 2,000 jobs per March 2024, and a further 450 jobs per April 2024. Meanwhile, VDL Nedcar focussed on new customers and securing critical competences for car production in the near future. VDL also decided to facilitate the new Mobility Innovation Centre and growth of other VDL companies active in the field of mobility at the VDL Nedcar site in Born.
Responsible for HR management in both civil and defense aviation. Scope varying between 700 and 4,500 employees and leading HR teams both national and international. Member of various leadership teams and steering committees in both business and HR. Including forming and leading multidisciplinary teams, internal and external partnerships, and programs up to 40 project members. Achievements: - Designed and implemented the HR model for global matrix functions and headquarter functions. - Aligned, implemented, and managed global development programs for employees, experts, executives, and trainees. Trained and coached managers, teams, and individuals at all levels. - Formed and lead recruitment teams and external partnerships including supplier management and improvement to ensure mass recruitment. - Managed both global as local organizational changes, reorganizations, and relocations of work. - Acting Recruitment Manager (1 year), HR Project Leader (2 years) and Vice President HR (5 months). Including Head of HR relocations HR programme management and work stream leader to support the relocation of personnel working for Fokker Landing Gear (425) and Fokker ELMO (1,035). Including employee support via local HR teams, implementing knowledge mitigation planning strategies, driving mass recruitment, and regional partnerships etc. Started from business case up and including relocation of teams. Continued freelance from to finalize some work packages. Started as Sr. HR Business Partner in 2017 and promoted to HR Director with global responsibilities in 2018.