The Hague, South Holland, Netherlands
Globally-experienced L&D leader with a background in organizational psychology and over a decade of leading transformational global learning initiatives across A.P. Moller – Maersk, Damco, and APM Terminals. Expertise in designing and implementing academy structures, enabling performance improvement, and harnessing AI and analytics to demonstrate ROI and impact. Proven ability to elevate commercial capability and customer service across large, diverse teams
Heading up the Maersk Commercial Academy and leading a large team of senior L&D professionals to enable the commercial learning needs of 25,000+ employees globally across Sales, Marketing and Customer Experience. Our objective is to deliver on the strategic and Commercial business needs of Maersk in its Global Integrator of Logistics transformation journey, starting from needs analysis, to learning solution design, to delivery and global roll-out, assessing business impact and measuring results, all the way to continuous improvement of our programs and learning interventions, linking back to our Commercial goals and strategic objectives. We achieve this through a structured capability building framework and standardized processes, leveraging data and technology for insights and scalability, and using evidence-based L&D methodologies for best-in-class impact focused on delivering performance and business results.
Responsible for developing and implementing a capability building framework and governance structure for our Operations and Way of Working transformation program, supporting all 26.000 colleagues in our Terminals and Headquarters. My goal is to provide a fit-for-purpose, personalized learning experience and portal for our employees, which supports safe terminal operations and our company's strategic goals, and provides visibility on the effectiveness of training. To achieve this, I work closely with key stakeholders on all levels of the organisation and Maersk Group, to build a joint implementation plan, with several iterations and check-in moments to ensure we meet the needs of both the business and our employees. Key responsibilities include: - Innovating how we bring across training to the Operations community - Embedding and implementing a global learning & development framework in the organisation in conjunction with all stakeholders - Ensuring trainers are available and capable of executing required training sessions in all geographies - Ensuring alignment between Global Process and Systems Owners on how training materials needed for developing the Terminals colleagues are developed and maintained - Own and facilitate the Operations training community, responsible for Training the Trainers and the delivery of required training locally - Create visibility on the effectiveness and return on investment of training and development initiatives - Ensure alignment with global APMM Group HR policies and leverage our Global Centres of Excellence - Leveraging technology to provide a user-friendly and personalized learning journey for employees in the Operations function
Focal point for all Supply Chain Management functional training and development requirements globally. I worked with key stakeholders across HQ, Regions, Areas, and Global Service Centers to integrate the previous Damco Supply Chain Management capability building framework into the new Maersk organisation and Maersk Commercial Academy. Our key goal was ensuring employees possess the necessary functional capabilities to execute their jobs effectively through the provision of engaging capability development experiences.
As Global Training Manager and Head of Damco Training Academy, I was responsible for creating and implementing a long-term vision for a Training and Development Program for our 7000+ employees within Damco Operations worldwide. This includes breaking down this vision into smaller-sized projects, developing a roadmap for implementation, as well as project managing the actual implementation(s) and global roll-out. To achieve this vision, I work with key stakeholders within all levels and functions of the organisation and accross all geographies globally, to create a holistic and broadly supported program, focused on long-term sustainability and centered on the needs of both the business and our employees. Key objectives include: - Defining and assessing core skills/competencies for key positions within Operations - Setting up a global organizational structure, governance and process around training - Creating a 'Global trainer community' and coaching/training trainers - Defining training delivery methods and developing training materials - Setting up a structure for certification and tracking including performance management metrics - Developing a top-quality on-boarding program for new joiners - Developing training modules and development opportunities for Senior Operations Managers - Drive talent management in collaboration with HR function and Maersk Group global policy In this position, I report directly into Damco's Global Head of Operations.
As Global OPEX Lead Navigator, I was responsible as LEAN project manager for an international project team of 4 - 8 internal CI partners and change agents, with the objective to deploy sustainable LEAN transformation projects (LSS Black Belt equivalent) in Damco's largest operational offices (CSO's) globally. As project lead, I have succesfully managed and delivered implementations in: - Chicago, USA - Guatemala City, Guatemala - Rotterdam, The Netherlands Each transformation consists of a holistic 16-week on-site project, structured around 5 dimensions: Customer needs & insights, Process efficiency, Performance management, Organizational setup & skills, Mindset & behavior. In every 'project' we deploy LEAN tools and use the LEAN methodology to transform our CSO's bottom-up. Core responsibilities include: - Project management - People leadership & coaching - Change management - Stakeholder management - Budget Additional projects and responsibilities include: 1. Training of new global navigators, Continuous Improvement (CI) managers and global CI partners 2. Developing a new implementation methodology to enable shorter 8-week LEAN implementions 3. Redesigning the global standard process and tool for LEAN Maturity Assessments for transformed sites within Damco 4. Training of Area/Country Leadership Teams (ALT) on OPEX tools & methodology