Amsterdam, North Holland, Netherlands
Business Executive with an extensive range of experience in the ICT and Logistics industry. Strong entrepreneurial skills; able to develop (new) business and (re-)align organizational design with company objectives. Excellent communicator and negotiator at all levels with strong commercial skills. First-class analytical, design and problem solving skills. Proven leadership and people management skills in fast growing business environments. Specialties: General Management, Change Management, Business Process re-design and Project Management
Bedrijfsnaam: Parma-Belijning Opgericht: 2010 Website: www.parma-belijning.nl Specialisatie: Veiligheids- en 5S-markeringen in industriële en logistieke omgevingen 📌 Over Parma-Belijning Parma-Belijning is sinds 2010 actief als specialist in industriële en logistieke markeringen. Wij richten ons op het aanbrengen van duurzame veiligheidsbelijning en 5S-markeringen die bijdragen aan een veilige, efficiënte en georganiseerde werkomgeving. Of het nu gaat om looppaden, zones, opslagplaatsen of verkeersroutes in magazijnen en fabrieken — Parma-Belijning levert maatwerkoplossingen die voldoen aan de strengste eisen. Onze aanpak is praktisch, professioneel en gericht op langdurige samenwerking. Met hoogwaardige materialen, ervaren vakmensen en een sterke focus op veiligheid en kwaliteit bedienen wij zowel multinationals als MKB-bedrijven in heel Nederland. 💡 Innovatie: Safety Mark Projector (SMP) Sinds 2019 ontwikkelen wij een innovatief product voor dynamische veiligheidsmarkeringen: de SMP – Safety Mark Projector. Deze oplossing projecteert markeringen op de vloer met behulp van krachtige LED-technologie. Het grote voordeel van SMP is de flexibiliteit: projecties kunnen tijdelijk, verplaatsbaar of dynamisch aangepast worden aan wisselende omstandigheden, zoals veranderende looproutes, tijdelijk verhoogde risicozones of seizoensgebonden logistieke pieken. Dit maakt SMP bijzonder geschikt voor dynamische werkomgevingen waar vaste belijning onvoldoende is. Een mooi praktijkvoorbeeld is te vinden in dit artikel van Evofenedex over magazijnveiligheid bij Beter Bed: Bekijk het voorbeeld: https://www.evofenedex.nl/actualiteiten/zo-zorgt-beter-bed-voor-een-veilig-magazijn
Consulting Services and Project Management. Assignments: • Development and implementation of business plan for fast-food franchising organization in Germany (2003-4). • Restructuring and reorganization of demolishing and asbestos recycling company in the Netherlands (2003). • Definition of European Supply Chain Management Strategy for major global forwarding company on behalf of their European CEO in the UK (2003-4). • Establishment of IP based videosecurity brand Detexi. Co-founding Detexi BV (2005-2008).
Changing the direct sales organization to indirect. Growing the company to support strategic alliances with domestic IT and business consulting players. Compensation of lacking skills through acquisition and internal people development. Responsible for all activities in the Netherlands. Replacement of 50 % of existing staff (14 out of 28) during first 9 months, retaining the key-players. Growing the organization through successful selection and acquisition of software services vendor to 130 staff within 12 months. Established strategic partnership relation with Atos Origin resulting in long-term partnership agreement, safeguarding 7-digit annual revenues until 2004. Actual results vs. plan in 2000: 118%, in 2001: 116%, despite economic circumstances in the ICT business.
(Formerly Caliber Logistics) Establishment of European head office and business entities; achieved growth: from 10 (1995) to 1,000 staff (1999). Director Transportation & Strategic Alliances(1999 - 2000) Transportation management (revenue US$ 95 million). Initiated cost cutting program through centralized transportation management. Established relationships at senior levels with strategic suppliers and clients like Alcatel, Lucent Technologies and PictureTel. Director Personnel & Organizational Development(1998 – 1999) Definition of organizational objectives. Established business unit organization with local support functions. Transition of head office organization to cross-functional project orientation. Implemented career development programs, succession planning and high-potential coaching/mentoring. Director Business Processes & Information Technology (1995 – 1998) Definition of ICT strategy. Design and realization of pan-European IT support organization.
Founder and owner of company; interim and project management provided to ICT function of Toshiba Europa (I.E.) GmbH at their European head office in Neuss, Germany; implementation of new European distribution strategy utilizing a central distribution facility in Grevenbroich, Germany.