Experience

Oasen

• Denmark
• Restaurants
• 1 - 100 Employee

• Sectormanager Finance & Operations / CFO

  • May 2020 - Present

  Heading up the departments Financial Administration, Business Control, Treasury, Tax Affairs, Legal Affairs, Procurement, Quality Management, Internal Audit, Risk Management, Security, Business Continuity. Main focus points: • reorganization through an organizational development process to develop Oasen into an efficient, decisive and agile process-driven organization • implementing a culture change • reorganize departments and processes • developing a strategy for the next ten years • developing dashboards with (financial and non-financial) control information • develop a multi-year financial plan, including scenarios and a treasury plan to finance the major investment task over the next ten years • contact audit committee, investment committee, Supervisory Board, AGM and works council • redesign the planning and control cycle • develop risk management • develop integrated security policy Manage a team of approximately 25 fte Show less



Both FMS

• Interim CFO / FD, financial advisor, change manager

  • Jul 2019 - Present

  Interim Financial Management Services: hands-on interim manager, financial advisor, process optimalization, reorganization support, teambuilder. Interim Financial Management Services: hands-on interim manager, financial advisor, process optimalization, reorganization support, teambuilder.



ISS Nederland

• Netherlands
• Financial Services

• CFO and Boardmember

  • Jan 2018 - Jul 2019

  Heading up the Finance department consisting of Financial Control, Business Control, Reporting, Billing, Collections & AP, Procurement, Legal & Compliance, Corporate Systems (IT), Risk & Internal Audit.Key focus points:• strategic re-positioning the local business to a full Facility Management Services (FMS) Company by sale of all the single service cleaning business: legal restructuring followed by sale of substantial part of the business and reorganization local head office (from approx. 200 to 100 employees)• redesign of departments, processes and systems• sparring partner of the CEO and of the other Board members• consultation with the Supervisory Board and the works council• planning & control cycle: budget and estimate process and monthly reporting• steering the business into the right direction by providing relevant management information and commercial insight• develop in- and external dashboards (KPI’s)• strong cash flow management (leasing, factoring, supply chain financing)• building high performance team, coaching and people management• corporate governance and internal controlManage a team of approx. 75 fte Show less

• Manager Finance/deputy CFO

  • Jun 2016 - Feb 2018

  Heading up the departments Financial Control, Group Control & Finance Projects, Payroll & Pension Administration and Account payable.Key focus points:• transforming and coaching the new formed department into a strong, best in class, finance team• building the financial control and business control departments• financial administration of all the ISS companies in the Netherlands including joint ventures • monthly reporting and annual accounts to local and international management (IFRS based)• maintain the accounting manual• further development Navison including HFM adjustments to support the business• budgeting and forecasting process• outsourcing part of the work to SSC in India (mainly AP) and to Raet (payrolling)• reconsider and review own housingManage a team of approx. 25 fte Show less



BT

• Belgium
• Financial Services
• 1 - 100 Employee

• CFO Benelux and Boardmember

  • Jul 2015 - Jun 2016

  Heading up the Finance department (Financial Administration, Financial and Business Control, Planning & Reporting, Commercial Finance, Accounts Receivable and Debt Collection, Procurement, IT) of BT in the Benelux and member of the Country Executive Team (CET) of the Benelux. Key focus point:• steering the business into the right direction by providing relevant management information and commercial insight (locally and to European Management)• profitability improvements by strong cost control / transformation actions and reorganizations• cash flow improvements by strong cash flow management and develop supply chain financing solutions • building high performance team and people management• transforming team of Business Controllers into team of Finance Business Partners• corporate governance and internal control• pension issues and fiscal matters• being a keeper of company policies and procedures as well as safeguard for financial results by strong control / close monitoring and a critical attitude • sparring partner of the CEO of BT Europe Show less

• Head of Finance Benelux/deputy CFO

  • Jul 2011 - Jun 2016

  Heading up the departments Transaction Processing (Financial Control, AccountsPayable, Payroll), Reporting Planning & Analysis (Business Control and Reporting) and Business Insight (Commercial Control, Data Analytics) for BT in the Benelux.Key focus points:• full accounting of all 6 active companies in the Benelux (day-to-day accounting work are outsourced to FSSC in Budapest) including annual accounts on IFRS and local GAAP• manage the outsourced activities• monthly reporting including analysis of the Benelux figures to local and international management• managing and support cost control programs to improve the profitability (including reorganization programs)• develop dashboards (KPI's)• support business in making rolling forecast and budget• coordinate strategic planning• building high performance finance team, including outsourcing parts of the work to FSSC • financial approval of all bids, business cases, purchase contracts• fiscal matters including Horizontal Monitoring• pension issues including implementing new pension scheme Show less

• Finance Business Partner Benelux/Commercial Finance

  • Feb 2006 - Jul 2011

  This was a new created role at BT to improve the involvement of Finance in the different commercial processes.Responsible for:• financial approval of all bids, business cases new products, investmentproposals, purchase contracts• creating operational lease / smart financing constructions for EMEA/LatAm• lease car coordination / lease car policy / outsourcing of fleet management• determine cost allocation model for bids• mergers and acquisitions• integration of sister companies in the Benelux• accounting principles / position papers (IFRS, Dutch GAAP)• pension issues Show less

• Head of Central Finance

  • Apr 2003 - Feb 2006

  Responsible for: • financial administration• monthly reporting and annual accounts (UK GAAP and Dutch GAAP)• accounting manual• budgeting and forecasting• implementation of IFRS and SOX• all fiscal matters• pension issues• treasury, cash management and working capital• people management• Oracle• outsourcing part of the financial administration to SSC in India

• Senior Manager Central Finance

  • Apr 2001 - Apr 2003

  Responsible for: • monthly reporting and annual accounts (UK GAAP and Dutch GAAP)• controlling of the staff departments• budgeting and forecasting• treasury and cash management• selection and implementation of working capital tool in the Netherlands, Belgium, Spain, France and Germany• people management• risk management, revenue assurance and operational audit• accounting manual



BT (Netherlands) Holdings BV

• Netherlands
• Telecommunications

• Managing Director

  • Jan 2008 - Jun 2016

  The Company is the shareholder of approximately 60 group companies all over the world. Key focus point: - all relevant shareholder activities - approval annual accounts of group companies - financial restructuring of group companies The Company is the shareholder of approximately 60 group companies all over the world. Key focus point: - all relevant shareholder activities - approval annual accounts of group companies - financial restructuring of group companies



Telfort

• Netherlands
• Telecommunications
• 700 & Above Employee

• Senior Manager Finance & Administration

  • Jul 1999 - Apr 2001

  Telfort was a start up company owned by NS and BT. Responsible for: • financial administration • annual accounts (Dutch GAAP) • accounting manual • all fiscal matters • treasury and cash management • people management • Oracle including implementation of different modules and migration to a newer version • split administration into two for the start of two new companies, BT (fixed telecom) and O2 (mobile telecom) Telfort was a start up company owned by NS and BT. Responsible for: • financial administration • annual accounts (Dutch GAAP) • accounting manual • all fiscal matters • treasury and cash management • people management • Oracle including implementation of different modules and migration to a newer version • split administration into two for the start of two new companies, BT (fixed telecom) and O2 (mobile telecom)


Nederlandse Spoorwegen
• Divisional manager Internal Audit Department

  • Jan 1996 - Jul 1999

Deloitte
• Business Consulting and Services
• 700 & Above Employee
• Audit manager / Auditor

  • Feb 1989 - Jan 1996

Mazars
• France
• Accounting
• 700 & Above Employee
• Audit Assistant

  • Jan 1986 - Feb 1989