Experience

Hessels Langeveld | TheLeadershipAdvisory
• Associate Partner

  • Jun 2021 - Present


Own Company

• Design Services
• 700 & Above Employee

• Freelance CEO/CFO/Chief Restructuring Officer

  • 2002 - Present

  Over the past 15 years I have led as (freelance) CEO, CFO, CRO (Chief restructuring officer) existential transitions at internationally operating companies often within family owned or private equity backed companies with focus on trade, production and logistics with a turnover of > € 100m, > 250 FTE and > 10 active business units. Some examples (1):A first example: I headed as (freelance) CFO the transformation of a family-owned company (production, logistics and trade in sand and gravel, concrete plants and inland waterway transport, over € 125M turnover, 250 FTE, over 15 active business units and over 50 entities). In the two years I worked there all the loss-making units wrote black figures again due to my leadership, coaching and monitoring resulting in a release from the Recovery Department of the bank. We succeeded in this transition due a number of actions, which I had largely drawn the vision and had the leadership role.A second example: As (freelance) CFO of a family-owned logistics company (logistics services with 24-hour distribution in the Netherlands and Belgium, international transport and storage (250 FTE)), I headed a transformation process in which the financial results improved significantly and became predictable and positive. Also, customer satisfaction has increased tremendously. The result of the one year and a half I worked for this company was that the company regained confidence of the bank and was released from its Recovery Department. Show less

• Freelance CEO/CFO/Chief Restructuring Officer

  • 2002 - Present

  Over the past 15 years I have led as (freelance) CEO, CFO, CRO (Chief restructuring officer) existential transitions at internationally operating companies often within family owned or private equity backed companies with focus on trade, production and logistics with a turnover of > € 100m, > 250 FTE and > 10 active business units. Some examples (2):A third example: As (freelance) CEO / CFO, I headed an international, (too) fast-grown family-owned trading company in special metal tubes and accessories with own production facilities (€ 200 M turnover, 10 sales offices (12 entities) in Europe and Asia and 350 FTE). In the one year and a half I worked for this company, I managed to bring the financial departments back “in control” (including VAT, transfer pricing, guarantees) and improved the cooperation between the various locations and the logistics and production departments by changing the organizational structure and adjusting the responsibilities, reports, ICT systems, etc. This led to a funding agreement of € 80M with a new bank. Fundamentals were communication, predictability and trust.A fourth example: As (freelance) General Manager of a logistics company specialised in classified liquid chemicals (storage, refilling, customs and transport, 100 FTE, 20,000 m2 storage), I headed a transformation process, which prevented a threat of a temporary closing by the BRZO (government). By steering the cooperation between Operations, Customer Service and HSE, an out-of-control situation (with regards to results, processes and maintenance) has been turned into a situation with clear working methods, an improved relationship with customers and a successful HSE audit of the BRZO inspection. Profitability and delivery reliability have also been improved significantly by the introduction of operational excellence, coaching on “first time right” and steering on KPIs. Show less



Aython, Corporate Finance B.V

• director

  • 2000 - 2002

  One of four directors and shareholder of a corporate finance company, focused on the creation of additional value for its customers through the combination of corporate finance and business development One of four directors and shareholder of a corporate finance company, focused on the creation of additional value for its customers through the combination of corporate finance and business development



Intergamma

• Netherlands
• Retail
• 400 - 500 Employee

• Manager Planning & Control / member Board of Directors

  • 1996 - 2000

  Franchisor of GAMMA en KARWEI DIY stores. Final responsible for the financial discipline, reporting to the Managing Director. Franchisor of GAMMA en KARWEI DIY stores. Final responsible for the financial discipline, reporting to the Managing Director.



P&O Nedlloyd Logistics

• Netherlands
• Transportation, Logistics, Supply Chain and Storage
• 1 - 100 Employee

• Controller

  • 1991 - 1995

  o Controller, Nedlloyd Transport Organisation in Hannover (BRD) (1994-1995) o Account Controller, Nedlloyd Districenters International in Amsterdam (1993-1994) o Senior Advisor Planning & Control, Koninklijke Nedlloyd Groep in Rotterdam (1991-1993) o Controller, Nedlloyd Transport Organisation in Hannover (BRD) (1994-1995) o Account Controller, Nedlloyd Districenters International in Amsterdam (1993-1994) o Senior Advisor Planning & Control, Koninklijke Nedlloyd Groep in Rotterdam (1991-1993)



Unilever

• United Kingdom
• Manufacturing
• 700 & Above Employee

• Management Accountant / internal auditor

  • 1985 - 1991

  o Management Accountant Home-Trade, Lever at Capelle a.d. IJssel (1990-1991) o Auditor, Internal Audit Unilever in Rotterdam (1988-1989) o Management Accountant, Unilever Export in Rotterdam (1985-1988) o Management Accountant Home-Trade, Lever at Capelle a.d. IJssel (1990-1991) o Auditor, Internal Audit Unilever in Rotterdam (1988-1989) o Management Accountant, Unilever Export in Rotterdam (1985-1988)