Almere, Flevoland, Netherlands
Performance-driven senior management professional with more than 20 years experience as a Director of Aftermarket as well as Sales and Marketing, dedicated to continuous business improvement. Excellent team builder and leader of initiatives, focused on enhancing revenue and streamlining business operations. Results-oriented with a diligent approach to driving profit maximization. Well-versed in enhancing processes to drive results based on sound business judgment. Vast experience in the B2B environment with capital-intensive goods. Expert in customer relations and aftermarket management, adept at boosting market share and achieving corporate growth objectives.
Leading the newly formed division of Hitachi Construction Machinery Europe focusing on our strategy of value chain; rental, used equipment, spare parts. Furthermore, responsible for Product Management & Engineering, developing our new products and special customer applications.
Set up and streamline processes in the area of order intake, material planning, documentation and assembly. EV-Box sells charging stations for electric vehicles. Market for charging stations in The Netherlands is exploding due to governmental subsidies on electric or hybrid cars. Main tasks: • Increase production drastically to keep up with demand • Price and availability negotiations with suppliers • Manage supply chain logistics for in-time delivery from suppliers • Adequate resolution of field technical problems and develop permanent fixes for these • first point of contact for (semi-) governmental customers with regards to planning
Drove Manufacturing Division operations that consisted of Production, Engineering, Design, Quality, Planning & Logistics, as well as Purchasing and Warranty functions. Held accountability for the expense budget, divisional goals and targets, as well as business planning and efficiency improvements. Oversaw the activities of 6 direct reports. Major Achievements: • Streamlined the business planning process, aligning it with a newly established divisional mission statement, as well as developing and implementing KPIs. • Transformed the operation from product quality to process quality. • Empowered Supervisors and Operators to solve simple issues by launching Lean methodology control circles. • Led manufacturing integration planning with a Finnish OEM. • Slashed headcount by 25% due to the economic crisis. • Enhanced output line flexibility in alignment with market and marketing requirements by rolling out a new flex working schedule.
Drove the Product Support Division. Led spare parts operations, service engineering, fleet management, and warranty activities. Developed key performance indicators (KPI) for spare parts and warranty budgets. Held accountability for spare parts operation’s P&L, business planning and divisional goal attainment. Managed 5 direct reports. Major Achievements: • Bolstered spare parts gross profit margin from 40% to 50%+. • Grew spare parts sales from 31m EUR to 38m EUR. • Reduced spare parts inventory from 18m EUR to 13m EUR. • Advanced parts availability from 92% to 97%. • Managed the relocation of the spare parts warehouse from Almere, Netherlands to Puurs, Belgium. • Improved speed of delivery by launching a direct distribution across UK, France, Benelux and Germany that bypassed dealers’ parts warehouses, and shipping them where needed. • Decreased warranty claims handling from 60 days to 20 days. • Cut company expenses by ~300kEUR annually by negotiating a 10-year supply agreement with a 3rd party logistics provider that had a 40mEUR financial impact. • Introduced the maintenance cost calculator and electronic service documentation, as well as a preventative maintenance program and maintenance and repair contracts. • Initiated a centralized fleet reporting system, enabling major customers to track and trace maintenance expenses. • Led joint venture (JV) discussions for an all makes parts programme with the company’s biggest competitor. • Earned the highest scores in dealer satisfaction surveys.