Brussels Metropolitan Area
Entrepreneur & teambuilder. Expert in business recovery and value creation. Able to think strategically and act operationally. I am an all-round empathetic but demanding manager with strong EBITDA-focus
Leading the company. Full Ebitda responsibility of the business with an active role in strategy. 140 FTE, 2000SKU, 12 production lines, 80Mio TU. Board-member Keynotes: Sales: Strong focus on expansion of the export market, launch of own Foodservice brand. Margin increase on existing customer base Procurement: re-orientation of our market position and buying strategy. Establishment of strong partnerships and long-term deals, sources at origin, strong focus on reliability and quality Finance: Implementation of ABC, debt-restructuring, decrease of WRC, set-up reporting systems Implementation of HR Management, -strategy, -procedures,- policy's and agreements with unions Quality runs the show: upgrade of quality management in the company. This resulted in archieving the highest quality standards and certificates like BRC A++ unannounced and IFS Higher Level as well as their full control over the production process Operations: Further elaboration of working methods, procedures, training academy, implementation of night-shifts, dealing with fast growing production needs Main results: The right people on the bus A profitable and stable company with focus on opportunities Factory output x2.6 in three years time without major investments
Wallonia/Brussels Area PE-owned company, Belgian market leader in selecting, blending and packing high quality spices for retail market and foodservice Operational responsibility of the business. 55 FTE, 2500SKU, 11 production lines Report to CEO and Board Key-notes: Supply Chain: Implementation of JIT Management for Raw Materials & packaging sourced worldwide. Planning: Implementation of planning software for forecasting, production planning & managing inventory-levels This resulted in less line-switches, downtimes and better sequencing of productions Factory & Quality: re-design of all flows for production lines, supply, security and breakdown of all working methods. Set-up of operational reporting, KPI, Training Academy, Contingency Plan, sustainability plan, social responsibility & SLA as requested by clients. Implementation of shifts, waste reduction program, overdose program, etc Logistics: Implementation of outsource for the logistics part of the business. Management of inventory of finished products and deliveries to retail business in EU, UK and Far East has been our-sourced to a logistic Partner. This has brought more professionalism, more accurate deliveries and a coverage for further growth at the same cost. Customer Service: Transforming customer care department into a 'customer: we care' department. New processes and work methods. Focus on great customer contact besides order entry and invoicing. Main results: SLA towards all retailers of +99% every single week Major decrease of inventory level of -29% Higher line speeds, 23% more output per shift Total blue collar cost went down by 20%
Flanders Private owned company. SipWell; Belgian Marketleader for watercoolers & bottled water Belmoca: producer of aluminium coffeecapsules and co-packer Full strategic and operational responsibility. 21mio turnover, 160 FTE. New management installed and breakdown of all company processes and departments Keynotes: Change management period Expand through implementation of new strategy towards new markets. Full digitalization of marketing platform and total make-over of brand and customer experience. Integration of new CRM-platform for marketing, sales and logistics and upgrade of ERP-system for production and warehouse Leading engineering projects, design, develop and manufacture new electrical appliances and products in our factory in China (Shenzhen) Installation of a centralized customer care center, implementation of process management, TOC, Lean (JIT), operational business units, new hubs, HR-Management, internal staff-loyalty program, … Upgrade of Quality Management (HACCP, Laboratory), Production Management and warehouse processes Main results: Net growth of customer base by 2%, growth of EBITDA by 6% per year. Professionalized the company Belmoca: Launch of Belmoca brand in Belgium. Involved in development and integration of own coffee-capsule system (machines and capsules) Involved in building own coffeeblending and -packingmachines at SipWell premises Second stage: Involved in development and production of first aluminium Nespresso-compatible coffeecapsule
Set-up of an internal Customer Service Desk for inbound- and outbound communication traffic (phone, mail, website). Integration of an extended semi-automated route-system for strategic route-planning. Seek and set-up of new 4 external distribution/warehouse depots for national coverage in deliveries. Main results: Business Unit cost grew only by 11% while turnover grew by 21% and growth of customer base by 25% Integration of operational Layer for Distribution Management & Fleet Management in Business unit environment. Set-up of full Fleet Management System in ownership. Setup of Human Resource Management including training & coaching. Integration of a fully automated route-system for daily planning. This resulted in a ROI of 7 months and a cost-saving of 3% in fuel and working hours. Set-up and integration of a second Distribution channel for Belmoca (aluminium coffee-capsules) from packaging to delivery to distributors and end-consumers
Set-up of first automated distribution system in Watercooler Business in Europe in 1999. Creation of 38% more turnover with 18% less expenses in two years time. Complete make-over of the delivery department and fleet (custom made, own design in corporation with Hungarian company)
Expat Successfully restructured the company and prepared DueDil Provided leadership to a 100 FTE workforce with headquarters located in Düsseldorf, NRW as for all 9 German locations as well. The reorganization and preparation of duedil resulted in the acquisition by Danone and a second role directing the integration of the two organizations on operational level.