Huizen, North Holland, Netherlands
I'm not like your other typical CFO or Finance Director. I didn’t come up through the Big4 with a CPA (RA) title instead, I bring a broad foundation built across disciplines: from SSC and Outsourcing to Strategy, Finance, Data & Analytics, Global Process Ownership, Business Transformation, and Operational Excellence. What sets me apart is a passion for building and leading high-performing teams, and a track record of delivering impactful transformation strategies, driving end-to-end process optimization, intelligent automation, organizational redesign and what I believe my greatest strength lies in developing and empowering people, enabling individuals and teams to realize their full potential and contribute at the highest level. Fluent in English, Spanish, and Dutch (native)Let’s connect if you’re interested in transforming business services to world-class standards.
Altares Dun & Bradstreet is one of the leading providers of business data and analytics, operating across the Benelux and France with a team of 450+ professionals. In 2025, Altares Benelux reported a revenue between 65-70 million. (Private Equity Naxicap) Member of the Executive Management Team for the Benelux organizations (CEO, CFO, Commercial Director & Directors of Sales, OPS, HR and Office) Statutory Director for: Dun & Bradstreet B.V. and Altares B.V. 3 Direct reports Head of FP&A & Head of Accounting & Head of OTC (Indirect 15 FTE’s) Ensuring the Financial Health and Stability of the 3 Benelux Companies Developing Financial Strategies, Priorities and Propose Business recommendations. Providing Direction, Insight and Guidance on all Financial and Compliance matters Management of P&L, Balance Sheet and Cash Flow statements Supervision and Coordination the Forecasting and Budgeting processes Responsibility for Cash Forecasting and all other Liquidity events Coordination of the External Audit process and Filing of Statutory Financial Statements Ensure Tax compliance (CIT, VAT, any other ad hoc Tax topics) in all Benelux countries Supported the Go-To-Market strategy in our organization by partnering with Commercial, Product, and Sales leadership to align pricing models, revenue forecasts, and investment decisions with growth objectives and customer value creation. Supported workforce planning and talent strategy in close collaboration with HR, optimizing headcount allocation, critical skill coverage, and future capability need to support scalable growth and long-term business priorities.
Domino's Pizza Enterprises is the leading Global Pizza delivery company, operating across 10+ countries with over 3,800 stores. They employ more than 80,000 team members worldwide. In FY2024, they generated over AUD $2 billion in revenue. Leadership over 4 Senior Managers (indirect 40+ Financial Professionals) Providing mentorship and guidance to drive performance excellence Directed Financial Operations in Europe (7 Countries, 20 Legal entities +/- 500Mio Revenue) Overseeing period closing under IFRS (P&L, Balance sheet, Reporting Cashflow, Capex) Managed internal & external Audit process for Europe Developed and implemented strategic OKR's & KPI's Budget and Forecast activities for Finance Europe Work with the broad business to lead new system implementations and migrations MT member of the EU Finance department across Europe Enhancing cross-department accountability by introducing shared KPIs across Finance, Supply Chain, and Operations, aligning incentives around service, cost, and profitability rather than siloed targets. Enabling data-driven decisions through investment in integrated planning and reporting tools, improving forecasting accuracy and allowing faster responses to demand changes. Creator of the Financial Shared Service Center in Europe (1st NL & 2nd PL)
One of my key successes as Manager Accounting Northern Europe was leading the integration of 6 countries and 11 legal entities into the European Shared Service Center (SSC). This was a complex, multi-country transformation that required strong financial governance, disciplined execution, and close collaboration across Finance, IT, HR, Legal, and local leadership teams. I established a clear integration roadmap covering process standardization, systems alignment, data migration, and change management, ensuring business continuity throughout the transition. By aligning stakeholders across markets and functions, we successfully migrated all the finance processes into the SSC while maintaining control, compliance, and service quality.