Experience

BMS

• France
• Electrical Equipment Manufacturing

• Owner

  • 1988 - Present

  BMS is short for Brongers Management Services. These services include Interim Management, specialized in Recovery and Turn Around situations. Also Boardroom Consultancy, aimed at Corporate Development, often in situations requiring (International) Business Bridging and/or Joint Ventures. BMS has been involved in Shipbuilding, Yachting, Emergency Power Supplies, Dairy, Machinery, etc. BMS is short for Brongers Management Services. These services include Interim Management, specialized in Recovery and Turn Around situations. Also Boardroom Consultancy, aimed at Corporate Development, often in situations requiring (International) Business Bridging and/or Joint Ventures. BMS has been involved in Shipbuilding, Yachting, Emergency Power Supplies, Dairy, Machinery, etc.



BMS Procesfinanciering BV

• Netherlands
• Legal Services

• Managing Director

  • Jan 2018 - Present

  The activities of BMS Procesfinanciering BV can be found on the company page. The activities of BMS Procesfinanciering BV can be found on the company page.



BTY Holding BV ( http://BTY-cruises.com )

• Co-founder, partner & CEO

  • 2010 - Present

  BTY will be a new 5 Star Plus Cruise Line, operating with the largest sailing yachts ever build (157,5 M ). They accomodate 96 passengers and 51 crew. Eventually ( 2024 ) the fleet should consist of 8-16 identical vessels, sailing all exotic cruise areas of the world. For all information, visit http://BTY-cruises.com, entry after registration,or ask for an accountname and password through Inmail. BTY will be a new 5 Star Plus Cruise Line, operating with the largest sailing yachts ever build (157,5 M ). They accomodate 96 passengers and 51 crew. Eventually ( 2024 ) the fleet should consist of 8-16 identical vessels, sailing all exotic cruise areas of the world. For all information, visit http://BTY-cruises.com, entry after registration,or ask for an accountname and password through Inmail.



Jongert Shipyard BV

• Recovery Manager

  • Jun 2009 - Nov 2010

  BMS rebuilded the organization after a bancrupty. ( 70 fte !) Two super yachts, a 39 m MY and a 24 m SY were sold, finished and delivered. BMS rebuilded the organization after a bancrupty. ( 70 fte !) Two super yachts, a 39 m MY and a 24 m SY were sold, finished and delivered.



Damen Shipyards Group

• Senior Consultant

  • 2008 - 2009

  BMS assisted in setting up a complete new structure for the service and maintenance activities of the Damen Group ( 1.4 Billion € annual turnover ). BMS assisted in setting up a complete new structure for the service and maintenance activities of the Damen Group ( 1.4 Billion € annual turnover ).



Chinamex (ism Schiphol & ING Real Estate)

• Matchmaker

  • Nov 2005 - May 2008

  Chinamex is in the business of stimulating Chinese Trade worldwide. The company is strongly connected to MOFCOM. In Dubai Chinamex explores the Dragon Mart, a Business and Exhibition Center accommodating 1.000 Chinese companies. Presently Chinamex is developing a Trade & Exhibition Center in the vicinity of Amsterdam Airport Schiphol. Chinamex is in the business of stimulating Chinese Trade worldwide. The company is strongly connected to MOFCOM. In Dubai Chinamex explores the Dragon Mart, a Business and Exhibition Center accommodating 1.000 Chinese companies. Presently Chinamex is developing a Trade & Exhibition Center in the vicinity of Amsterdam Airport Schiphol.



Teamco Heusden

• Matchmaker

  • 2005 - 2006

  An existing shipyard, the former Verolme Yard, was bought from the receiver, restructured and turned into a modern yard. Because the new yard didn't need all the existing buildings, those were immediatly resold to a third party, leaving the new Teamco yard the precious Riverside for a very attractive nett proice. An existing shipyard, the former Verolme Yard, was bought from the receiver, restructured and turned into a modern yard. Because the new yard didn't need all the existing buildings, those were immediatly resold to a third party, leaving the new Teamco yard the precious Riverside for a very attractive nett proice.



De Vries Scheepsbouw Makkum

• Shipbuilding
• 100 - 200 Employee

• Financial Advisor

  • 2005 - 2005

  Subsidizing consultant for De Vries Yachtbuilders, member of the Feadship Group. The company opened a subsidiary in Makkum, Friesland, one of the Northern Provinces of The Netherlands. All requested funds were approved, about half a million Euro. At the moment De Vries employs more then 100 fte in Makkum, besides many hundreds fte’s at their sub-contractors and suppliers. In 2007 De Vries was elected ‘best company of Friesland’. Subsidizing consultant for De Vries Yachtbuilders, member of the Feadship Group. The company opened a subsidiary in Makkum, Friesland, one of the Northern Provinces of The Netherlands. All requested funds were approved, about half a million Euro. At the moment De Vries employs more then 100 fte in Makkum, besides many hundreds fte’s at their sub-contractors and suppliers. In 2007 De Vries was elected ‘best company of Friesland’.



Bijlsma Shipyard

• Netherlands
• Shipbuilding
• 1 - 100 Employee

• Recovery Manager

  • 2003 - 2005

  This large shipyard had made huge losses due to a combination of difficult market circumstances, not strong enough management and plain bad luck. The ING Bank was facing a very big loss in case the company would go bankrupt without a good and planned scenario. So matters were taken into hand and a down winding scenario, including selling the assets of the company to a Strategic Partner was set up and carried out. At the moment the yard is employing more the 100 fte again and making fine profits. The bank has seen the potential losses ( >> 20M Euro) limited to very acceptable proportions. Show less



Various yachtbuilding companies

• Recovery Manager

  • 2001 - 2003

  During these years a shipyard and a hull building company were restructured. During the proces many fine yachts were build and delivered to their happy owners. In the end the shipyard was liquidated due to lack of continuity at management level. The hull building company was split into a steel section and an aluminium section. Both sections continued and still continue through MBO's During these years a shipyard and a hull building company were restructured. During the proces many fine yachts were build and delivered to their happy owners. In the end the shipyard was liquidated due to lack of continuity at management level. The hull building company was split into a steel section and an aluminium section. Both sections continued and still continue through MBO's



Fullwood Ltd.

• United Kingdom
• Motor Vehicle Manufacturing

• Turn Around Manager

  • 1999 - 2001

  A company involved in the marketing, selling and maintenance of milking equipment, including the milking robot. Fullwood Holland was a fully owned by its UK mother company. After the retirement of the former CEO, the company needed restructuring. A complication was the relation of the company with its network of 16 legally bonded dealers. This was done and the company was integrated in the European organization of Fullwood International. A company involved in the marketing, selling and maintenance of milking equipment, including the milking robot. Fullwood Holland was a fully owned by its UK mother company. After the retirement of the former CEO, the company needed restructuring. A complication was the relation of the company with its network of 16 legally bonded dealers. This was done and the company was integrated in the European organization of Fullwood International.



Damen Schelde Naval Shipbuilding

• Strategic Advisor

  • 1999 - 1999

  Damen Shipyards was invited the Dutch Government to buy the loss making yard The Royal Schelde, the only Dutch yard still producing (large) naval vessels. On behalf of Damen a feasibility study was carried out, including the market of naval vessels, in depth interviews with senior staff at the Ministry of Defence, also looking at potential new markets. The Schelde was bought by Damen in 2000, for the price suggested in the study. Damen Shipyards was invited the Dutch Government to buy the loss making yard The Royal Schelde, the only Dutch yard still producing (large) naval vessels. On behalf of Damen a feasibility study was carried out, including the market of naval vessels, in depth interviews with senior staff at the Ministry of Defence, also looking at potential new markets. The Schelde was bought by Damen in 2000, for the price suggested in the study.



Spruyt Energy

• Recovery Manager

  • 1996 - 1998

  Interim management at Spruyt Energy Techniques, a company specialized in emergency gensets. The former director had left the company, the markets were changing and the shareholder wanted to safe his interests. After reorganization the company was successfully sold to a strategic partner. Interim management at Spruyt Energy Techniques, a company specialized in emergency gensets. The former director had left the company, the markets were changing and the shareholder wanted to safe his interests. After reorganization the company was successfully sold to a strategic partner.



Verboom Woodworking Machinery

• Recovery Manager

  • 1991 - 1995

  Recovery management on behalf of ABN Amro at Verboom Holding BV, a company involved in producing and trading of woodworking machinery. The bank had lost it’s faith in the company, specifically after the passing away of the founder. In order to minimize losses on the existing financing, a controlled winding down had to be managed. Due to legal complications this process took 4 years. During that time the production facility in Stadskanaal ( 120 fte ) was closed and the stock in Renswoude was sold out world wide. Part of this process involved barter trade with Russia, in te early days of Glasnost and Perestrojka. Damage to ABN Amro was very limited in the end. Show less



Ressenaar & Partners

• M&A Consultant

  • 1988 - 1991

  Merger & Acquisition consultant. Mainly for clients in the ICT business. Many potential acquisition targets were investigated, business plans were analyzed and negotiations were coached. To the benefit of the clients most potential buys were advised not to be done. Only a few years later the big shake-out in the ICT bubble started. Merger & Acquisition consultant. Mainly for clients in the ICT business. Many potential acquisition targets were investigated, business plans were analyzed and negotiations were coached. To the benefit of the clients most potential buys were advised not to be done. Only a few years later the big shake-out in the ICT bubble started.



Sydec Nederland bv

• Founder and President

  • 1984 - 1988

  This company was started from our attic. The line of business was importing and distributing computer hardware. Starting with sub-assemblies evaluating to complete systems, components and peripherals. Within 4 years 160 fte were employed and the turnover was Hfl. 160M. Selling goods from 7 locations in three countries, importing from 10 different countries. A typical example of explosive growth, one of the most interesting phenomena in business development. The company has always been profitable. Due to 'black monday' an IPO was cancelled at the last moment in 1987. Mid 1988 Folkert sold his shares to the Venture Capital companies, co-shareholders from the start, due to a diffence of opinion regarding strategy. Show less



Amro Bank

• India
• Banking

• Group Manager SME

  • 1980 - 1984

  AMRO Bank wanted to change from a product oriented marketing approach to an integrated Client group marketing approach. So the institute 'Concern Marketing' was created. Folkert was responsible for the bank's customer and target group SME. Including media exposure, product development and external realtions. In those days we introduced the SME business centers, the PC based business plans, including financial forecasts (spreadsheets) and we supported the upcoming Venture Capital companies. After 4 years the concept was widely accepted and introduced in the organization, so the department was relieved from its tasks. Show less



Replato Signs & Signals

• Recovery Manager

  • 1978 - 1980

  An engraving company, also active in the import and trade of industrial nameplates. The company was owned by the family and was found in a bad financial state after the passing away of the managing director. After a turn-around, including moving to a better location and the building of new production facilities, the company was sold and all old (family) debts were paid off. An engraving company, also active in the import and trade of industrial nameplates. The company was owned by the family and was found in a bad financial state after the passing away of the managing director. After a turn-around, including moving to a better location and the building of new production facilities, the company was sold and all old (family) debts were paid off.



Royal Dutch Navy

• Ltz 2OC

  • Aug 1972 - Aug 1978

  Folkert was a professional naval officer, educated at the Royal Dutch Naval Acadamy (KIM) at Den Helder. This was from 1969 till 1972. During his career with the Navy he followed a Master course at the Technical University of Delt (Shipbuilding / Business Administration) and a specialist training to become a CCO / NGIO. Folkert has served on Hr. Ms. Urania, Hr. Ms. Panter, Hr.Ms. Van Speyk, Hr.Ms. De Zeven Provincien, Hr. Ms. Zeeland and Hr. Ms Holland.

• Ltz 2OC NGIO

  • 1977 - 1978

  Folkert was the NGIO at a Dutch destroyer. Hr. Ms. Holland. Responsible for the safe navigation and operational readyness of the ship.