Utrecht Area
Operations and Supply Chain Director with 10+ years of experience scaling global fashion brands across multi-channel environments. I lead end-to-end supply chain and commercial operations with a strong focus on margin improvement, inventory discipline, and working capital performance. Known for building scalable operating models, accelerating time-to-market, and implementing data-driven planning solutions that strengthen forecasting, allocation, and vendor performance. I operate at the intersection of commercial strategy and operational execution — enabling sustainable growth in complex international environments. Leading international teams across planning, logistics and operations.
Lead end-to-end global supply chain across merchandise planning, allocation, purchasing, supply planning, and inbound logistics within a €300M+ multi-channel fashion business operating across regional and channel-based P&L structures. Lead and develop 25–30 FTE across international teams within a complex matrix environment (DACH, Benelux, US, Japan; Wholesale, Retail, E-commerce, Strategic Accounts) Influence margin targets and inventory risk strategy in close partnership with Finance and Commercial leadership Shape investment decisions around operational structure, scalability, and digital planning capabilities Reduced manufacturing-to-delivery lead time from 6 to 4 months, improving speed-to-market and working capital efficiency Improved sell-through and intake margins (1.5–2%) through sharper vendor negotiations and allocation discipline Reduced end-of-season stock (~10% YoY) by implementing faster buying and planning loops Elevated forecasting and inventory visibility through implementation of Nextail, Remira TIA, and Hakio Partner to executive leadership in aligning growth ambition with disciplined working capital management and scalable operational infrastructure.
Accountable for global end-to-end supply chain performance across all commercial channels. Led strategic transformation of supply chain to support international growth Managed global planning and purchasing teams, driving KPI discipline across service level, inventory, and margin Strengthened S&OP governance and cross-functional decision-making with executive leadership Embedded continuous improvement culture across planning, procurement and inbound operations Enhanced customer service levels while optimizing working capital
Responsible for overseeing the Demand and Supply Planning activities for G-Star Raw at global level, and directly managing the team of Purchasers + Demand & Supply Planners (+10 FTE) In the lead for buying total demand of all G-Star customers (Wholesale, Retail, Strategic, Online and Outlets) on a global level, whilst assuring on-time delivery from vendor to shop floor. Furthermore responsible for stock control across the above channels, by maintaining a healthy balance between in vs. outflow of goods whilst safeguarding financial KPIs.
Key responsibilities: - Record and analyze monthly FEL conferences - Responsible for writing the 2009 FEL Annual Year Review