Belgium
I am a senior HR executive with over 25 years of experience at the intersection of business, organization, and people. Throughout my career, I have helped organizations navigate growth, international expansion, leadership transitions, and periods of significant change. While my experience was built in demanding operational environments, the core of my contribution is broader and transferable: aligning leadership, talent, structure, and stakeholder interests in times of complexity. At Punch Powertrain, I led the HR agenda during a period of rapid international growth across Europe and Asia, supporting expansion from around 400 to more than 2,500 FTE across seven countries, followed by major organizational changes. In that context, I acted as a trusted advisor to CEOs, executives, Board members, employees, and social partners on leadership, organization, and people strategy. Earlier in my career, I built a strong operational HR foundation at Bosch in a large, complex environment with approximately 1,500 employees. What characterizes me most is a pragmatic and balanced approach. I believe change should not be pursued for its own sake, but should start with the honest question of whether yesterday’s solutions still serve tomorrow’s needs. At the same time, I strongly believe in respecting the past: many of the constraints organizations face today were once sensible responses to real challenges. I am at my best in leadership environments where openness, maturity, and substance matter — where different stakeholder interests are weighed carefully, where change is possible without arrogance, and where leaders are confident enough to give others space, recognition, and responsibility. Core themes in my work include international HR leadership, executive and Board advisory, leadership alignment, organization design, stakeholder dialogue, and the development of people frameworks that support sustainable business performance.
After an extended period of executive intensity, I consciously created space for reflection, personal priorities, and the next chapter of my professional journey. At the same time, I remain selectively engaged in strategic advisory conversations on leadership, organization, and people-related challenges, while exploring future opportunities where I can contribute at the intersection of business, organization, and people.
Led the HR agenda during Punch Powertrain’s international growth, organizational transformation, and workforce resizing across Europe and Asia, supporting expansion from approximately 400 to over 2,500 FTE across seven countries within a growing multi-entity structure. Served as a trusted advisor to CEOs, executives, and Board members on leadership, organization, and people strategy. • Directed the HR roadmap for rapid international expansion across Europe and Asia, supporting the build-up and integration of multiple entities. • Supported strategic shifts in footprint and operating model, including expansion in Asia, shared service development, and the transition toward a more international organizational structure. • Guided the organization through shareholder transitions, leadership changes, and workforce resizing, including site closures, social plans, and employee transfers into joint venture environments. • Built a more coherent HR foundation across compensation and benefits, performance management, and talent and leadership development, supported by the implementation of more integrated HR systems and processes. • Managed complex stakeholder dialogue and union negotiations while maintaining credibility with employees and social partners. • Worked across Belgium, the Netherlands, Germany, France, China, India, and Malaysia.
Held a broad HR leadership role in a large and complex organizational environment of approximately 1,500 employees. Combined responsibility for core talent and people processes with hands-on HR business partnering to operational and technical functions, while working in a context of intensive stakeholder dialogue and changing workforce requirements.   • Managed core HR processes across recruitment, onboarding, learning and development, succession planning, compensation, and workforce support.   • Led the “soft HR” area and managed a small HR team, reporting to the plant HR Director.  • Acted as HR business partner to operational and technical departments, supporting workforce planning in line with changing business needs.  • Managed industrial relations through formal and informal dialogue with strong social partner representation.   • Developed a strong foundation in leadership, stakeholder management, and pragmatic people support across all levels of the organization.