Breda, North Brabant, Netherlands
Marketing Manager | Marketing Strategy & Growth | Connecting People, Ideas and Business Impact | Curious and Initiative Driven | Exploring the Role of AI in Marketing | B2B and B2C Experience As Marketing Manager at Coram B.V., I lead a multidisciplinary marketing team of 6 professionals across trade, digital, data and content marketing. My focus is on turning marketing into a meaningful driver of business impact by connecting people, ideas and execution in a way that supports both commercial priorities and customer value. I work closely with colleagues across sales, product and other business functions to translate strategic objectives into clear and actionable marketing initiatives. A key part of my role is ensuring alignment between teams so that marketing efforts are relevant, well connected and effectively contribute to broader business goals. What characterises my approach is curiosity and a hands on mindset. I enjoy exploring new opportunities, improving existing ways of working and bringing structure to complex challenges. I am always looking for ways to make marketing more effective, practical and connected to real business needs. In my day to day work I use data and insights to better understand performance and customer behaviour. This helps the team continuously improve campaigns, optimise touchpoints and increase the overall impact of marketing activities. What energises me most is working with people. I believe strong marketing comes from strong collaboration and I focus on creating an environment where people feel ownership, develop their skills and contribute with confidence. I am also actively exploring how AI can support and improve marketing work, from efficiency gains to better decision making and creative execution. With broad experience across B2B and B2C markets I thrive in environments where strategy and execution are closely connected and where marketing plays a practical role in driving business success.
As Marketing Manager at Coram B.V., I lead a multidisciplinary marketing team across trade, digital, data and content marketing. My focus is on ensuring marketing contributes directly to commercial performance by aligning closely with business priorities and customer needs, with a clear focus on measurable business impact. I work closely with sales, product and other business functions to translate strategic objectives into clear and actionable marketing initiatives. This has strengthened alignment across teams and improved the relevance and effectiveness of marketing activities within the broader commercial organisation. In my role I develop and implement marketing strategies that support growth, strengthen market position and improve the effectiveness of customer engagement across channels and markets. These initiatives have contributed to more focused and performance-driven marketing execution. A key part of my work is using data and insights to understand performance and customer behaviour. This enables more informed decision-making and has led to continuous improvements in campaign performance, channel effectiveness and overall marketing impact. I also focus strongly on team development. I lead a multidisciplinary team and foster a culture of ownership, collaboration and continuous improvement, which has strengthened both team performance and the ability to execute marketing initiatives effectively.
In this role, I was responsible for developing and executing marketing strategies for various B2B segments, including retail, wholesale, installation and project markets across multiple international regions. I worked at the intersection of marketing and business, close to sales, customer needs and commercial priorities. My role was to translate strategic objectives into concrete and actionable marketing initiatives that supported customer development, commercial opportunities and effective market activation. In close collaboration with commercial teams, I strengthened the relevance and impact of marketing activities. The focus was on targeted customer communication, stronger sales support and a marketing approach that combined speed, collaboration and results. In addition, I contributed to more structured lead generation and to improving conversion focused marketing activities. By making campaigns more targeted and more informed by data and insights, marketing became better connected to customer behaviour, channel performance and commercial opportunities. My work contributed to stronger alignment between marketing and sales and to more effective customer communication across multiple channels and touchpoints.
In this role, I was responsible for developing and implementing the One Coram marketing strategy for the Benelux market, covering the Geesa, Sealskin and Tiger brands. I worked closely with sales, product management, customer service and logistics, translating brand, product and business priorities into concrete marketing activities for different customer groups. This required a strong balance between strategic direction and practical execution, ensuring that marketing supported customer development, brand relevance and commercial opportunities. A key part of my work was to strengthen the marketing organisation by building and coordinating a team of internal and external marketing specialists. This created more focus, structure and expertise across key marketing disciplines. In close collaboration with commercial teams and product management, I developed integrated product and brand campaigns with consistent messaging across channels. This improved sales support, customer communication and market activation. I also initiated customer surveys to gain better insight into customer satisfaction, market positioning and customer expectations. These insights helped to make marketing activities more targeted and relevant. In addition, I contributed to improving conversion and customer retention through digital B2B email marketing, CRM optimisation and stronger alignment between marketing, sales and customer service. My work contributed to a more structured and commercially connected marketing approach, with stronger alignment between brands, products, customers, sales and marketing execution.
Responsible for (further) developing propositions with direct business results (lead generation, conversion, NPS, additional sales). Key results: - Development and testing of new business model for Carglass® Netherlands, namely: ‘repair small car damage’ alongside the Core Business: Car glass repair. - Development of ‘Value added products and services’ proposition for existing customers with corresponding segmented meter presentations in the Carglass® service centres. Result: turnover and substantial profit and customer satisfaction improvement. - Developed various B2B and B2C (integrated) propositions, sales approach and set up cooperation with operations and positive impact with business partners (e.g. insurers and lease companies. - Optimised customer journeys for customer satisfaction and conversion. - Set up and implemented sales promotion ‘free windscreen wipers’ resulting in increased turnover, profit of Carglass® and customer satisfaction for drivers and business partners.
Consultant and implementation manager of sales and marketing programs for various clients.
An annual turnover target is set for each shop, and the Formula Manager is given an autonomous turnover target for the entire formula. Within the Marketing and Communications management team, my role was to identify revenue opportunities and translate them into concrete campaigns (brand activation). I drew up price, loyalty and image campaigns in a sales programme with a duration of one calendar year. I managed direct (4 FTE) and indirect (15 FTE) colleagues for the implementation of the sales programme.
2005 -2006: Responsible for the development and implementation of the PLUS store concepts: PLUS Plaza (non-food), PLUS Organic and PLUS liquor store. 2006-2007 Conversion of 75 EDAH supermarkets and integration per store in the relevant market area. Directly and indirectly managing all commercial disciplines with the aim of converting the EDAH supermarket to the PLUS formula. Remote control of 3 regional field services. Per to build store writing and operationalizing an opening campaign (local sales program). The result was that 68 of the 75 converted stores achieved budgeted turnover in the first year.
Distri Group was a holding company with specialised companies in the areas of sales, marketing, finance, innovation, Wallie-Card and the National Telecombon, focused on the distribution of call credit for five Dutch operators. In 2004 Distri Group was market leader with a turnover of over EUR 200 million. As a member of the management team, I translated growth objectives into sales and marketing policy, including related actions and results. I managed a team of 7 internal employees and 11 field staff, was ultimately responsible for turnover and budget, and responsible for the sales of major accounts. Key results: - Developed and implemented a professionalised customer and sales approach, leading to growth through customer-oriented thinking and acting with focus on output rather than just results. - Achieved turnover growth from 45 million euro (100 million guilders) in 2001 to 250 million euro in 2004. - Developed consumer-focused campaigns for resellers, including instore communication, incentive programmes and sales promotions. - Independently and personally built a qualitative and sustainable customer base, with responsibility for major accounts such as AH, Superunie, Laurus, Schuitema, AS Watson, Hema, GWK, Bruna, BP, Total, Primera and tobacco wholesalers.