01/10/2024 updated
100 % available
✔️ Strategy & Transformation ✔️ Leadership ✔️ Research, Creation & Innovation
Netherlands
Netherlands
Network & Systems Administration and Manager Information SystemsInnovationManagement and Business ConsultingBusiness ProcessesBusiness Process ImprovementStrategic ManagementChange ManagementInnovation ManagementInterim ManagementProject ManagementOperational ExcellenceOperations ManagementProduct DesignResearch and DevelopmentSupply Chain ManagementSustainability
An enthusiastic professional who helps organizations transform sustainably.
With a proven track record of successfully leading teams and managing complex projects, as well as achieving measurable results, I am determined to excel in project management. My natural leadership qualities and the ability to quickly grasp organizations and business processes are my core competencies. Additionally, I am a sharp, strategic, and analytical thinker, known for my ability to quickly understand, provide support for, or take action in challenging situations.
My expertise lies in identifying bottlenecks and designing and implementing strategies and innovative solutions to achieve organizational objectives. My preference for project work stems from my strong drive to address challenging problems and make a tangible impact, whereas I experience more energy drain than challenge in line functions.
I believe in creating value through an effective approach and achieving sustainable results that have a significant impact on the organization. Therefore, I work closely with the board, management, and executives to achieve set goals at every level. I value teamwork and aim for sustainable change, with the transfer of knowledge and insights at the forefront to enable smooth and continuous operations
With a proven track record of successfully leading teams and managing complex projects, as well as achieving measurable results, I am determined to excel in project management. My natural leadership qualities and the ability to quickly grasp organizations and business processes are my core competencies. Additionally, I am a sharp, strategic, and analytical thinker, known for my ability to quickly understand, provide support for, or take action in challenging situations.
My expertise lies in identifying bottlenecks and designing and implementing strategies and innovative solutions to achieve organizational objectives. My preference for project work stems from my strong drive to address challenging problems and make a tangible impact, whereas I experience more energy drain than challenge in line functions.
I believe in creating value through an effective approach and achieving sustainable results that have a significant impact on the organization. Therefore, I work closely with the board, management, and executives to achieve set goals at every level. I value teamwork and aim for sustainable change, with the transfer of knowledge and insights at the forefront to enable smooth and continuous operations
Languages
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Project history
Background
Instyle Concepts specializes in designing, developing, and implementing custom furnishings for hotels, recreation, short-stay, and healthcare facilities. This means that we establish a unique supply chain for each project, collaborating with various new suppliers and introducing innovative products. Consequently, Instyle Concepts manages a complex form of supply chain management.
Promotion Through Achievements
In my previous role as Warehouse Manager, I implemented impressive improvements in operations related to inbound and outbound goods, inventory management, and safety at the central warehouse in Zwolle within a year. I also played a crucial role in transforming our business team from a product-focused to a customer project-focused approach.
These changes resulted in my promotion to Operational Manager. Alongside the CEO, I lead a team of 22 employees.
My responsibilities as Operational Manager include:
Measurable Results | Strategic Transformation
In my current role as Operational Manager at Instyle Concepts, I play a crucial role in the strategic transformation of our organization to make it more resilient for the future.
After years of struggling with disappointing net results due to various factors, our strategic management team has decided to implement the following significant changes:
These significant changes will lead to a sustainable transformation that will enable Instyle Concepts to become profitable again from 2024 onwards. Our financial prospects will significantly improve, and our organization will be future-proofed for growth and success.
Instyle Concepts specializes in designing, developing, and implementing custom furnishings for hotels, recreation, short-stay, and healthcare facilities. This means that we establish a unique supply chain for each project, collaborating with various new suppliers and introducing innovative products. Consequently, Instyle Concepts manages a complex form of supply chain management.
Promotion Through Achievements
In my previous role as Warehouse Manager, I implemented impressive improvements in operations related to inbound and outbound goods, inventory management, and safety at the central warehouse in Zwolle within a year. I also played a crucial role in transforming our business team from a product-focused to a customer project-focused approach.
These changes resulted in my promotion to Operational Manager. Alongside the CEO, I lead a team of 22 employees.
My responsibilities as Operational Manager include:
- Operational Leadership: Providing support in problem prevention and resolution, ensuring that service requests and complaints are handled correctly.
- Talent Development: Guiding colleagues in their growth in supply chain management, communication, efficiency, and operational excellence.
- Strategic Planning: Collaborating closely with the CEO, acting as their partner in discussions and contributing to market research and the development and maintenance of strategic plans.
- Strategic Execution: Translating strategy into tactical and operational policies, developing operational business and annual plans, and working with the team to turn them into executable plans.
- Financial Goals: Managing costs and efficiency to achieve the organization's financial objectives and ensuring that customer service is consistently delivered at the desired level.
- Project Inventory Reduction: Initiating and leading the inventory reduction project, including relocating over 500 pallets of obsolete stock to a second warehouse in Wapenveld, opening a marketplace store, and organizing and promoting public clearance sale days. The result was the sale of the remaining inventory to a buyer and an optimized central warehouse in Zwolle.
- ERP Optimizations: Initiating and implementing optimizations in the ERP system (ISAH), including custom software development and process improvements, with the goal of achieving a happy-flow for production workers.
- QHSE and Safety: Developing quality procedures, ensuring compliance, and conducting audits. Performing risk assessment & evaluation (RI&E) and organizing safety training.
- Facility Management: Responsible for building management, associated maintenance planning and contract management, and managing our business relocation.
Measurable Results | Strategic Transformation
In my current role as Operational Manager at Instyle Concepts, I play a crucial role in the strategic transformation of our organization to make it more resilient for the future.
After years of struggling with disappointing net results due to various factors, our strategic management team has decided to implement the following significant changes:
- Showroom Closure: We are parting ways with our 400-square-meter showroom, reducing operational and sales costs.
- Logistic Transformation: We are pursuing a rigorous transformation of our logistics operation. Our central warehouse is being reduced by two-thirds, and we are shifting to more just-in-time deliveries to our customers' project sites, resulting in significant cost savings and efficiency improvements.
- Consolidation with Vadain, our parent company: We are moving our office and logistics functions to our parent company Vadain in Genemuiden, contributing to synergy benefits and halving our housing costs.
- Workforce Optimization: After reducing our workforce from 22 to 14 in 2023, we plan to further optimize our workforce in 2024 through a structural reorganization of roles and responsibilities. This will result in further staff reductions while maintaining our current revenue and service quality levels.
These significant changes will lead to a sustainable transformation that will enable Instyle Concepts to become profitable again from 2024 onwards. Our financial prospects will significantly improve, and our organization will be future-proofed for growth and success.
Project Objective
In alignment with international agreements such as The 2015 Paris Agreement, the United Nations 2030 Agenda for Sustainable Development, and the national NL Smart City Strategy, I embarked on a feasibility study of these objectives. My focus was on understanding sustainable consumer behavior and the logistics structure of the Netherlands to contribute to mitigating climate change and promoting sustainable development.
Tasks as a Business Analyst
As an analyst, I conducted in-depth analyses of the relationship between globalization and macroeconomic developments and their impact on urban retailers, wholesalers, producers, e-commerce companies, and governments. Emphasis was placed on the use of public space, urban development, data sharing, Industry 4.0 technologies, logistic process innovations, and changing consumer behavior within sustainability frameworks (CO2 reduction, resource management, energy transition).
My analyses were based on extensive market research and collaborations with hundreds of businesses, academics, industry associations, consulting firms, and think tanks, as well as their most current publications.
Tasks as a Project Manager
My work resulted in a detailed blueprint that combined research findings with directly applicable solutions for commerce and logistics.
The blueprint advocates for a national-level public-private partnership focused on logistic innovations with real-time data sharing between FMCG (Fast-Moving Consumer Goods) companies, logistics service providers, and governments. The blueprint includes a detailed design of an open, synchromodal, on-demand-driven digital supply network, controlled by artificial intelligence (AI) from a national control tower.
This network, called the Smart City 360º Distribution Network©, would represent a radical transformation for national logistics, from industrial estates to urban shopping areas and public spaces.
In alignment with international agreements such as The 2015 Paris Agreement, the United Nations 2030 Agenda for Sustainable Development, and the national NL Smart City Strategy, I embarked on a feasibility study of these objectives. My focus was on understanding sustainable consumer behavior and the logistics structure of the Netherlands to contribute to mitigating climate change and promoting sustainable development.
Tasks as a Business Analyst
As an analyst, I conducted in-depth analyses of the relationship between globalization and macroeconomic developments and their impact on urban retailers, wholesalers, producers, e-commerce companies, and governments. Emphasis was placed on the use of public space, urban development, data sharing, Industry 4.0 technologies, logistic process innovations, and changing consumer behavior within sustainability frameworks (CO2 reduction, resource management, energy transition).
My analyses were based on extensive market research and collaborations with hundreds of businesses, academics, industry associations, consulting firms, and think tanks, as well as their most current publications.
Tasks as a Project Manager
- Development of business plans and design of IT systems
- Preparation of project plans for business partners and supplier integration
- Stakeholder management, including relationships with governments, suppliers, partners, and investors
- Preparation of investment and operating budgets and forecasts
- Design of processes for automated logistics (material flow diagrams)
- Design of regional and urban distribution centers
- Development of innovations for efficient truck loading and unloading
- Design of urban logistics vehicles
My work resulted in a detailed blueprint that combined research findings with directly applicable solutions for commerce and logistics.
The blueprint advocates for a national-level public-private partnership focused on logistic innovations with real-time data sharing between FMCG (Fast-Moving Consumer Goods) companies, logistics service providers, and governments. The blueprint includes a detailed design of an open, synchromodal, on-demand-driven digital supply network, controlled by artificial intelligence (AI) from a national control tower.
This network, called the Smart City 360º Distribution Network©, would represent a radical transformation for national logistics, from industrial estates to urban shopping areas and public spaces.
Project Objective:
Development and integration of an innovative, double-expandable trailer of 67 square meters into the daily blood bank operation. This initiative, called MAL Type II, aimed to meet stringent medical quality requirements, optimize hygiene and maintenance, improve working conditions for employees, and enhance the comfort of blood donors. Three tractor-trailer combinations were purchased for the Northeast region, with a project budget of 2.5 million euro.
Leadership and Responsibilities:
As the project manager, I was a member of the national management team, leading European procurement processes, overseeing the production process, and ensuring quality. I also led the regional organizational change to seamlessly integrate the mobile collection location into daily operations, including ICT facilities, with full budget responsibility. This change process involved project management leadership of a regional team of 10+ department heads and coordinators, and indirectly supervising 50 employees from the relevant departments.
Key Responsibilities and Achievements:
My responsibilities within the project included:
The end result was a mobile blood collection location of 26 tons, that met the specified requirements and was fully integrated into the blood bank processes according to applicable quality management standards.
Successful completion of the transformation within the regional blood bank organization, applying quality management systems ISO 9001-2000 and Good Manufacturing Process (GMP), as well as Agile project management techniques.
Watch an interesting 2-minute video of the end result here: https://youtu.be/SbDsuG4K8xY
Development and integration of an innovative, double-expandable trailer of 67 square meters into the daily blood bank operation. This initiative, called MAL Type II, aimed to meet stringent medical quality requirements, optimize hygiene and maintenance, improve working conditions for employees, and enhance the comfort of blood donors. Three tractor-trailer combinations were purchased for the Northeast region, with a project budget of 2.5 million euro.
Leadership and Responsibilities:
As the project manager, I was a member of the national management team, leading European procurement processes, overseeing the production process, and ensuring quality. I also led the regional organizational change to seamlessly integrate the mobile collection location into daily operations, including ICT facilities, with full budget responsibility. This change process involved project management leadership of a regional team of 10+ department heads and coordinators, and indirectly supervising 50 employees from the relevant departments.
Key Responsibilities and Achievements:
My responsibilities within the project included:
- Contract and account management
- Facility management for 48 rented locations, including permit applications and management
- Technical implementation of power and IT facilities at 48 locations
- Development of a new logistics concept and related operational planning
- European procurement processes for the development of the MAL and the purchase of towing vehicles
- Preparation of operating budgets and standard operational procedures
- Selection and management of facilities for evening storage of trucks and trailers
- Contract management and process setup for cleaning services
The end result was a mobile blood collection location of 26 tons, that met the specified requirements and was fully integrated into the blood bank processes according to applicable quality management standards.
Successful completion of the transformation within the regional blood bank organization, applying quality management systems ISO 9001-2000 and Good Manufacturing Process (GMP), as well as Agile project management techniques.
Watch an interesting 2-minute video of the end result here: https://youtu.be/SbDsuG4K8xY