2009 – present Owner.
Services for Interim management and Consultancy and specializes on Project management, Change management, Non-product related procurement, Supply chain management, Travel management and Recruitment.

2005-2009 Director, Procurement – EMEA & Global Travel Services
Member of the EMEA executive team at this leading global IT company providing enterprise management solutions. Direct the procurement-facilities function for EMEA and Global Travel Services areas – analyze procurement practices and develop strategies to drive efficiencies, improve processes and deliver savings. Handle all aspects of vendor management (RFP, selection, contracting, evaluation, etc.) ensure smooth operations of facilities, operational procurement (mobile phones, fleet, office equipment, etc.), and global travel related matters. Monitor compliance with strategic direction of the company and its policies, and ensure related integration in agreements with vendors. Manage the global travel vendor base and the roles, activities, and responsibilities of a cross-functional team. Purchase order and contract approval authority for $100K; $500M in combined spend scope. P&L responsibility.
• Policy & Procedure Development. Developed and implemented improved policies and procedures (travel global, procurement global, fleet and mobile phones – EMEA).
• Savings. Generated significant savings by introducing new tools/systems and demonstrating excellent contract negotiation skills.
– Generated 35% savings through implementing a standardized tool for conference calls across EMEA.
– Attained 10%-25% savings by implementing improved mobile phone contracts; also achieved 25% savings by transitioning headquarter ground transportation to minority owned business.
– Achieved 15% savings by implementing an online booking tool in EMEA.
– Captured 10% savings by selecting and using one standardized travel management company across the globe.
– Attained 25% savings by improving contracts with various airlines, a 40% savings via improvements in car rental contract, and a 10%-30% savings through improving electricity contracts.
– Drove 20%-40% savings by introducing a global hotel program and moving selection to electronic tender approach.
– Produced a 7%-10% savings by establishing a standardized fleet leasing company across EMEA, including preferred manufacturing contract for 5% savings.
– Delivered 15% savings by consolidating office supplies in main European countries; also drove 10%-25% various office reductions across EMEA.
• Process & Productivity Improvement. Improved processes and productivity by implementing an Oracle purchase model requisition tool across EMEA, and improved communications and central repository by introducing a global travel web site; also improved/changed former organization model towards team to focus on operations or strategic procurement, and better anticipate needs of the sales division. Moved part of operational related work to India.

2000-2005 Strategic Sourcing Manager – EMEA Region
Head hunted by this industrial automation company to serve in a newly created role with accountability for managing indirect (non-product) related spend and purchases (e.g., fleet, travel, packaging, telecom, office supplies, etc.). Primary objectives centered on achieving significant reduction in total cost of ownership, maintaining high quality, efficient service and technology, and continuously reviewing purchasing methods. Monitored compliance with the company’s strategic direction and its policies, fundamentally changed the way Rockwell conducted internal/external business, and established platform for ongoing improvement. Primary point of contact between businesses, departments, factories, European headquarters, and suppliers. Managed a 28-person cross-functional border team and purchasing volume of $200M. P&L responsibility.
• Policy Development. Introduced an EMEA-wide indirect procurement, fleet and travel policy. Provided clear description of vendor types, rules and guidelines with regard to vendor management (contracts, content, evaluation).
• Fleet and T&E Consolidations. Orchestrated consolidated European car fleet (introduced one standardized fleet/lease car provider and limited number of car manufacturer and consolidated the travel/entertainment program. Standardized travel management company and selected credit card vendor.
• Process Improvements. Drove process improvements with the introduction of an EMEA strategic sourcing internet, electronic requisition system, and electronic expense management system.
• Safety. Accelerated the company’s commitment to safety by implementing a new security and fire alarm system at Financial Shared Services Centre in Rotterdam.
• Supplier Reduction. Reduced European supplier base by nearly 50% – successfully improving contracts (e.g., payment terms, cost savings of 15%).

1999-2000 Travel Manager/Finance & Planning Manager – EMEA
Head hunted for position that was centered on managing all aspects of travel and entertainment in the EMEA region for this $81B global industry leader, with strong focus on achieving significant reductions in spend, maintaining high quality and efficient service, and improving and streamlining current processes and practices. Interacted as central point of contact between businesses, departments, European HQ, corporate HQ and suppliers. Managed a 35-person cross-functional/border team; total spend of $500M.
• T&E Policy & Program Introductions. Revised and introduced a new EMEA Travel & Entertainment policy, and a European hotel program, a consolidated corporate card program, and an improved rental card program. Generated 20-40%, 25-30%, 10% and 15% overall spend reduction in each category.

1998-1999 Director Global Travel Supplier Relations
1995-1998 Travel Director, EMEA
1987-1995 Travel Manager
1987-1992 Manager Group & Incentive Department
1984-1987 Senior Employee Business Travel Department
Fast-track promotion. Advanced to a newly created position with responsibility for consolidating travel-related commodities (strong focus on other cost of operation), improving and streamlining processes, and policies, end-to-end management of travel (selection, contracting, management information), and monitoring travel/entertainment policy compliance. Central point of contact between businesses, countries, product divisions, corporate headquarters and suppliers. Managed cross-functional team of up to 55 employees and total spend of $400M+. Held P&L accountability.

Universitair werk en denk niveau aangevuld met diverse (universitaire) vakopleidingen

Professional Development–Service Purchasing (University), European Fleet Management (University), Situational Leadership, Facility Purchasing-NEVI (Dutch Purchaser association).

Languages: Dutch, English, German, French and Italian.