BMLD Strategic Management

Consultancy on M&A, change management, PMO and Post Merger Integrations. I have developed a full program to guide mergers with the aim to obtain maximum benefit focused on value creation, cultural transformation, operational excellence and IT alignment. Sample projects: - Post Merger Integration consultant Baas B.V - Advising the board on integration strategy and planning. Coaching and training of the program manager. - Program manager/ advisor post merger Dayes - Advising the board and managing the integration program. The assignment was twofold: Develop a playbook for future integrations and manage the past integrations company wide. - Strategic and Post Merger Integration advisor for Yogaesy (Germany )- Advising the CEO and setting up the integration program. - Program Director Integration Biosynth (Switzerland, USA and The Netherlands) -Advising the board and managing the integration program. - Strategic advisor Metastore (Belgium) - Growth strategy advice and building a holding supporting integrating 4 different IT companies into one.

Topvrouwen.nl

TWINSEC GmbH

TWINSEC is acquired in September 2017 within the Stepco group and is a consulting firm (20 FTE) specialized in tailor made IT security solutions for medium and large enterprises in all industries. TWINSEC has a holistic IT security view, which they use as a framework to determine security gaps and provides specific building blocks to mitigate those gaps. A common strategy to introduce Stepco in Germany and Twinsec in the Netherlands is build to create synergy between the two companies.

Stepco - Cloud dienstverlener

Stepco is a managed service provider (around 100 employees). I am hired to manage a failed integration between two companies in 2014 and make Stepco profitable again. In two years turned the company around without extra funding. Outlook of 850K Ebitda for 2019 (400K first half year), which is 110% more than the previous year. Major results and achievements - Bring focus back on core activities, selling optical fiber assets - Focus on value proposition and positioning - Bring focus back to the customer/ sales - Operational reorganisation - Consolidation of datacenters to reduce costs - Reorganisation internal resources

Vopak

Responsible for CRL Terminals pvt ltd in Kandla India. Manage the local organization and develop, implement and realize the organizational business plan and budget, as part of Vopak’s strategy, in order to contribute to the Vopak network and ensure targeted organizational and financial performance are met. CRL terminals consist of one vegoil and one chemical storage terminal, with a total capacity of 245.000 cubic metres. Main responsibilities and achievements: • Guided and managed the 280 strong team across both terminals • P&L responsibility, with a yearly revenue of approximately 14 million euros • Creating clear strategic priorities for the terminals, and development of a strong commercial vision for the next five years • Stakeholder management with different government and other regulatory bodies • Warrant compliance to local laws and regulations in the ambiguous Indian industrial landscape • Established a cultural change in the organization through implementing values as ownership and teamwork through all hierarchical levels • Focus on succession planning and restructuring of the organization • Focus on aligning the operational and safety standards to the strict Vopak norms

Vopak

Responsible for Finance, Procurement and Contract management for the newly built storage terminal in Malaysia (Pengerang project), with an initial storage capacity of approximately 1.3 million cubic meters, The terminal will provide storage, blending and distribution services for crude oil and clean oil products, with a total project budget of over ½ billion USD. Main responsibilities and achievements • Guided and managed the 30 strong Finance, Procurement and Contract management teams. • Stakeholder management with the different owners and JV partners. • Project is delivered within budget. • Procurement savings of more than 25% on the initial budget. • Accurate forecasting of the entire 4-year project within 3% margin. • Maintain good personal relationships with all partners in a complex international Joint Venture structure. • Create a well-balanced cross company team in the project, safeguarding all three owners interests.

Vopak

Responsible for the initial integration of a newly acquired tank terminal in Kandla, India. The terminal was required to adhere to Vopak safety, maintenance and operating standards, moving from a privately owned Indian company to a global operation with strict rules and processes. Main responsibilities and achievements • Create a terminal integration plan and timeline with buy-in from the steering committee formed by the local MD and the Vopak Asia division MT. • Impose an integration team structure and put in place resources to manage and control all related issues of the project. • Oversee key integration taskforce, for Safety and Opex to ensure that Vopak standards are complied with, Sales & Marketing to ensure business continuity, timely and effective communications to all necessary parties, Vopak IT systems are integrated and HR issues are being managed professionally. • Support and advocate building of new relationships of the MT within the Vopak network. • Develop an integration masterplan to be used for any future terminal acquisitions. • Solved all high risks issues (financial, operational, safety, organizational). • Motivated the terminal team to make the change to current practices and embrace Vopak standards and culture. • No major incident or accident in the first year of operation. • Retained all major customers.

Vopak

• Lead and conducted operational audits in various different Vopak Terminal locations (e.g., China, Indonesia, Brazil, US, Vietnam, Australia and Netherlands). • Created control frameworks on sales, customer service, stock and maintenance. • Created standard audit programs and templates for project management and stock management.

Vopak

• Responsible for several improvement projects and software implementation projects. • Advised senior management in dealing with functional changes, in projects related to standard releases.

Diageo

Planned, directed and managed the implementation team tasked to introduce SAP and additional systems for Record to Report, Purchase to Pay and Order to Cash (approx. 200 users).

Diageo

Manage projects on improving OTC, RTR and PTP processes.

Empact bv

Various assignments performed at different clients, e.g. Consulting and training concerning process modelling and innovation, restructuring, and P&L analyses to improve performance.

Debitel

Managed several customer and IT related projects.

Nyenrode Business Universiteit

Vrije Universiteit Amsterdam (VU Amsterdam)

Online Academy

Project Management Institute