Principal Consultant

• Oct 2014 - Present

Argon & Co is a global management consultancy that specialises in operations strategy and transformation. Its expertise spans the supply chain, procurement, finance and shared services, working together with clients to transform their businesses and generate real change. Its people are engaging to work with and trusted by clients to get the job done. Argon & Co has offices in Paris, London, Abu Dhabi, Amsterdam, Atlanta, Auckland, Chicago, Düsseldorf, Lausanne, Melbourne, Mumbai and Singapore. Show less

Master Black Belt

• Feb 2013 - Oct 2014

Completion of projects by the first wave of 7 Blackbelts trained, focused mainly on working capital reduction. Supported training of the second wave of 6 Blackbelts that focus on improving productivity and improving the order intake process. Completion of projects by the first wave of 7 Blackbelts trained, focused mainly on working capital reduction. Supported training of the second wave of 6 Blackbelts that focus on improving productivity and improving the order intake process.

Head of Methodology & QA - Philips Internal Audit

• Mar 2011 - Jan 2013

Implementation of an enhanced methodology to execute risk based audits with more focus on leveraging data in audits, and dedicated time scheduled to work on root causes and actions in a Solution Development phase, resulting in successful certification by IIA (Institute of Internal Auditors)

Master Black Belt

• Dec 2008 - Mar 2011

Within the Consumer Lifestyle business Unit of Philips I led Project identification within the business group Personal Care, the International Sales Organisation, Finance, Research and Development and trained and mentored over 20 high potentials in projects during their 12-14 months blackbelt program. 44 projects completed in 2009, 48 mm€ benefits (revenue growth, inventory reduction, cost reduction). 43 projects completed in 2010, €50mm benefits.

Master Black Belt

• May 2007 - Nov 2008

I drove institutionalization of Six Sigma as primary improvement methodology within the business units in EMEA and managed 5 Blackbelts across EMEA, drove project selection, Greenbelt training and mentoring and project execution. Projects realized $4.8 million (2007) and $10.0 million (2008). I drove institutionalization of Six Sigma as primary improvement methodology within the business units in EMEA and managed 5 Blackbelts across EMEA, drove project selection, Greenbelt training and mentoring and project execution. Projects realized $4.8 million (2007) and $10.0 million (2008).

Sales Operations Manager at Dell [ Edit ]

• Aug 2003 - May 2007

September 2006 – May 2007 Dell - Sales Operations Manager Dell Amsterdam Implementation of EMEA wide standardization initiatives in the Home and Small Business Sales segment in Benelux and developing and implementing local initiatives to improve Customer Experience as well as Operating Income. Setup of "iDEAL" – online banking payment method- to increase velocity of payments by 1 day for Dell customers in the Netherlands using online wire transfers (with potential of further reduction by 5 days at mandatory “iDEAL” use). February 2005 – August 2006 Dell - Manager Order Quality Planning & Analysis Dell EMEA To reduce errors in customer orders, I redesigned the Order Quality function by moving from random sampling of orders to identification of orders based on risk for error leading to a reduction in the annual spend on poor quality. August 2003 – January 2005 Dell - Order Entry Manager Benelux - Amsterdam Responsibilities included managing teams in Brussels, Amsterdam and influencing teams in Hyderabad and Casablanca to increase velocity, improve quality and reduce headcount (Cost). Velocity increased from less than 50% of orders raised `same day` to over 90% raised `same day` by moving work to India and Morocco, with error rates reducing 50% by standardization. Show less

various roles - operational and Six Sigma

• Apr 1990 - Jul 2003

2001 – 2003: Master Black Belt “At The Customer For the Customer” Project identification and execution at strategically selected GE Plastic’s customers. 2001 Master Black Belt Systems&Structures Upgrade of the Six Sigma organization and structure in Europe, training and certification of belts. achieved GE MBB certification. 2000 – 2001 Quality Leader ESR Improving the delivery reliability of the ESR Business Unit: OTIF- from 5% to 65% and variation around the requested date from 60 to 5 days. 1999 - 2000 - Compounding Leader Amsterdam Operational role: by upgrading production and maintenance planning and by creating active involvement of people on the shop floor, plant output increased 15%. 1998 - 1999 Master Black Belt Amsterdam 340.000 Euro savings realised in 7 months. 1998- MBB New Product Introduction Implementation of a uniform process throughout business units in Europe to improve quality and capability of products tested at industrial scale. 1996 - 1998 - Circle Team Member: Worked 6 assignments –4 months each- as business improvement leader to drive implementation of change around initiatives of the European Manufacturing Staff: - Customer Colour Measurement: aligning customer perception and colour measurement. - Colour Development: 80% improvement in delivering customer specific colours on time. - Technology/Marketing: Improved handovers from marketing to technology in the development of a new material for the SMART car. - Automotive Marketing: Implemented a model based on Design For Six Sigma to execute marketing projects. - Technology: Developed a method to assess the capability of newly developed products and defined criteria that guarantee a higher probability for successful industrial scale tests. - Cartagena Compounding: improved colour and flow consistency in compounded product. 1993 – 1996 - Production Engineer Noryl 1991 – 1993 Entry Level Program (CMP) project leadership in manufacturing and product development. Show less

several

• 1990 - 2003