Antwerp Metropolitan Area
Highly driven and results‑oriented leader with 15+ years of experience in steering complex organizations through growth, transformation and operational excellence. My background spans the full spectrum of core leadership capabilities: people development, digitalization, business transformation, profitability management, business intelligence, production steering, process re‑engineering, organizational design, network management, and strategy execution. Throughout my career, I have taken on increasingly broad responsibilities — from performance and transformation leadership to full P&L ownership — giving me a deep understanding of how to run and grow a business end‑to‑end. I thrive in environments where strategy, people and operations come together, and where sustainable results depend on strong collaboration. My leadership style is grounded in no‑nonsense teamwork, pragmatism and analytical clarity. I believe in achieving results together, driven by passion, trust and a shared sense of purpose. I build teams that grow, take ownership and deliver measurable impact.
- P&L responsibility (€16M turnover) and functional leadership of ~110 FTE of the Neutral Hill; driving operational performance, commercial alignment, and financial results. - Leading the further transformation of the Belgium service offering, optimizing staffing and third‑party spend, facility and ensuring operational continuity through infrastructure impact management. - Strengthening cross‑functional collaboration with Network, Sales, and Finance teams to deliver sustainable performance and growth.
- Expanded my expertise into commercial and network strategy by launching the profitability management function covering both the active portfolio and the sales pipeline. Delivered 360° performance insights and >€2.5M annual profitability impact. - Led the SWL Connexion turnaround, transforming a structurally loss‑making service into break‑even and generating €33M recurring P&L impact — one of the company’s most successful restructurings.
- Led enterprise‑wide performance, business intelligence, and transformation across all Operations divisions. Installed a corporate performance framework, built decentralized performance teams, and drove ExCo‑level governance. - Managed the full optimization and transformation portfolio, sponsored high‑impact programs with recurring P&L gains, and shaped the company’s industrialization and digitization strategy. - Led a multidisciplinary team of performance managers, BI analysts, program and project managers.
As from September 2016, I combined the role of performance manager with heading the management development program. Developed future leaders, strengthened project‑management capabilities, and drove process improvements using lean and change‑management principles.
Evolved into an Operations wide leadership role, building a unified performance framework across all operational entities and leading a central performance team (10 FTE). Drove major transformation initiatives, strengthened the partnership with Infrabel, led digitalization programs, and contributed to corporate strategy and business planning.
Started my journey in freight rail with the booths on the ground in the local operations, supporting the privatization of the activity. Led major operational and organizational transformations in production: - Built and managed a performance control team, standardized performance management across seven production areas. - Drove a large‑scale turnaround through restructuring, process optimization, and high‑impact improvement projects.
Management consulting focusing on performance improvement in order to acquire a broad range of skills and experiences in a short timeframe. • Business process optimization (procurement, order-to-cash, manufacturing and inventory management). • Development and implementation of internal audit frameworks.