2024 - now

Division Director TNO EMT Energy Supply ad interim (130 fte) 

The existing unit Energy & Material Transition is divided in 4 new divisions. The division Energy Supply starts with 3 Research Groups in the area of Solar and Wind Energy, but will focus on achieving a climate-neutral, reliable and affordable energy system. It is my role to build a stable basis for this new division. 

2022 - now

Boardmember Stichting Pensionfund Atos (over 16.000 members, over 2,4 billion euro assets)

Chosen by former KPMG and Atos colleagues in this position as boardmember. In a rapidly changing world with new legislation and an ageing group of members of this closed Pension fund this is an interesting time to help maintain the proper direction .

2023

Research Manager TNO EMSA ad interim (50 fte)

After a reorganization the department EMSA needs to re-establish its basis. After a year EMSA ended above budget, employee satisfaction scores are a full point higher and there is a positive strategic outlook for the years to come.

2021- 2022

CIO Eneco Belgium ad interim (120 fte)

Under the influence of the new shareholder Mitsubishi, Eneco Group is developing into a real multinational. ICT is an important element in the new strategic direction and enabler for this growth. The governance and organization of ICT in Belgium need an upgrade to fit into the international growth model .

2020 - Corona Sabbatical

2018 - 2019

Managing Director VSL ad interim (16 mio €, 120 fte), VSL

VSL is the Dutch National Metrology Institute that develops and maintains measuring standards for the Dutch Government. During my leadership a new strategy is developed to grow commercial projects next to the government task. Organisation and processes are developed to support the new strategy.

2017 - 2018

Managing Director ECN part of TNO ad interim (110 mio €, 700 fte), TNO

During my leadership the portfolio of TNO Energy is getting more focus in 2017 and is adapted to a rapidly changing market. The matrix organization of TNO is transformed to line organisation lead by me. The merger of TNO Energy (350 fte) with ECN (350 fte) is prepared and executed by me, which results in one new organisation with the name ‘ECN part of TNO’. I am the ultimate responsible for that new organisation, shaping the combined portfolio, shaping the new organisation chart and looking after the well-being of all employees in a new structure. 

2016 - 2017

Director VisionWorks ad interim (180 fte), Ordina 

Business Intelligence is a growing area in the market. Ordina VisionWorks was a strong label, but within Ordina, the group has no success. As a new leader, I have made a sharp analysis of the group as a basis for transformation. After a start of the transformation, the newly acquired director is executing my plan.

2015 - 2016

Board advisor / program manager, TNO

In 10 years TNO declined to less than 3000 fte. Many advisors have not made the change. I started a program together with TNO-professionals to increase the sales power of TNO. Projects for improving account management, sales management, portfolio management, sales processes and Joint Innovation Centres have been set up as a continuing process of change, carried by the TNO-professionals. In 2016 TNO is growing again.

2012 - 2014

Director NL ad interim (300 fte, 40 mio €), DNV GL (previously KEMA)

KEMA has been acquired by DNV GL in 2011. Fitting KEMA in the DNV GL group is a challenge. The energy business is getting ugly. As responsible director I neutralised the relation with the Workers Council, improved the sales power, adapted the portfolio to the market, sold a unit with strategic misfit, and changed the management structure. Resulting in a profitable organisation with strategic focus.

2000 - 2011

Partner (senior, executive), KPMG  (later KPMG Atos Consulting) 

Started with a group of 35 consultants for implementation of ERP-software Baan. Foreseeing the decline of Baan, I divided the group among other and started a new Customer Management group. This group growed from 5 to 85 fte. Besides management responsibility I am also responsible for ‘roles’ such as Global Solution leader, Account executive and Segment leader.

1990 -2000

Consultant, senior consultant, manager, senior manager, KPMG 

Started as advisor for CFO’s. Build a group with the name ‘KPMG Systems’ that started with 10  and growed to 230 fte (in 8 years). From 1995 onwards a position as manager, also roles as project manager, sales and member of steering committees. Key differentiator is Business Improvement as driving force for software package implementation. 

1986 -1990

Auditor, KPMG

First job after study delivers boardroom access at small and medium sized companies. Responsible for audit of financial statements and annual reports.