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Senior Manager (CEO, COO)

Work Experience

2001 – 2004 Chief Executive Officer, Clear Water B.V. in Hoofddorp, the Netherlands. Clear Water and its subsidiaries provide car rental activities in the Netherlands under the brand name Budget Rent a Car. The main activities / achievements are:
* December 2003 – May 2004: sale of the company
* April 2003 – November 2003: the implementation of the new strategy:
- Development, negotiation and implementation of co-operation agreements with 4 partner companies to create a 350 network of partner rental offices.
- A reduction in company outlets to 6 outlets.
- The creation of a logistics subsidiary, with 300 FTEs and 40 de-pots across the Netherlands.
- Largely replacing bank loans by off-balance financing.
- Introduce a new, more transparent pricing strategy while retaining all ma-jor customers.
- Redesign of all business processes aimed at improving the service to the customer and a significant reduction in indirect cost.
- Introduction of new ICT infrastructure, including new (Internet-based) sys-tems for reservations, channel management and vehicle-planning.
- Preparations to launch new activities regarding revenue management, leas-ing, rental program management and automotive systems solutions.
* July 2002 – March 2003: the preparation of a new strategy:
- Significantly upgrade the available management information, providing control on a day-, week- and month-basis.
- Anticipation of economic downturn, and effects on automotive and car rental activities.
- Identification and quantification of various customer segments.
- Identification and quantification of various viable business models: stand alone, sale to dealer holdings, competitor co-operation, etc.
- Proposal and approval from shareholders for holding / business unit ap-proach aimed at generating new revenue.
- Management of different implementation teams.
* September 2001 – June 2002: the preparation and implementation of a restructuring plan:
- Retention of all major customers while increasing time & milage rates significantly as well as introducing new, additional fees.
- A 50% reduction in bank loans
- A change in ownershipto a bank-consortium.
- A new licence agreement with Budget International, reducing royalty pay-ments and including an exit clause.
- Disposal of operations in Norway, Finland, Denmark, Belgium and Luxembourg.
- A reduction in head office staff from 200 FTE to 75 FTE
- A reduction in logistics staff from 900 FTEs to 375 FTEs through natural wastage.
- A reduction in the network of branches from 105 outlets to 60 outlets.
- A 60% reduction in the fleetsize

2000 – 2001 Executive in Residence, GorillaPark in Amsterdam, the Netherlands. Providing a CEO or COO-capability to start-up Internet

1998 - 2000 Managing Director – Europe, Middle East and Africa, Ogden Aviation in Hoofddorp, the Netherlands.
* Activities include passenger, aircraft and cargo handling, aircraft sales, aircraft maintenance, aircraft management.
* Negotiate contracts with major airlines
* The management of operations in the U.K., Netherlands, Germany, Spain, the Czech Republic, Romania ($ 75 million turnover, approx. 1500 employees).
* The development (including acquisition) and management of new business in France, Ivory Coast, Italy, Greece, Bulgaria ($ 125 million turnover, approx. 2000 employees).
* Acquisition projects in Turkey, Denmark, Portugal, South Africa, Lebanon, Is-rael, Poland, Belgium, Egypt, and Malawi.
* Direct management of French subsidiary Transair (ground handling, selling air-craft in all French-speak countries around the world, aircraft maintenance).
* Divestitures in Turkey, and France.
* Organisation development covering the introduction of a matrix organisation, benchmarking, business process redesign, and business scorecard.

1996 – 1998 European Cards Manager, Shell Europe in Rotterdam, the Netherlands
* The acceptance of all debit and credit cards (MasterCard, Visa, American Ex-press, Diners) throughout Shell’s European network.
* The management of Shell’s European credit card program euroShell, accepted at more than 10,000 sites with a similar turnover as American Express.
* The development and / or management of loyalty programs in Europe e.g. the Netherlands, United Kingdom, France, Portugal, Czech Republic, Hungary, It-aly, Switzerland.

1996 Shell Europe Marketing Business Improvement study “Joint Force” with McKinsey in the Hague, the Netherlands
* More than $ 1 billion of improvement opportunities were identified.
* A network of improvement working groups was established and co-ordinated.

1995 Leitung Geschäftsanalysen - Downstream Oil, Deutsche Shell A.G. in Hamburg, Deutschland.
* Significant improvement potential was identified and im-provement projects were initiated throughout the Downstream Oil activity of Deutsche Shell

1993 - 1995 Leitung Retail Planung, Bau & Automation, Deutsche Shell A.G. in Hamburg, Deutschland. Main results:
* Significant reduction in the building and maintenance costs of retail sites
* Project director of European automation projects
* Reorganisation of department

1991 - 1993 Leitung Retail Planung & Automation, Deutsche Shell A.G. in Hamburg, Deutsch-land. Main responsibilities / results:
* Management of all investments in the retail net-work (1700 outlets), including the re-entry into eastern Germany.
* 5-year planning and strategy development
* Management of retail automation systems infrastructure

1989 - 1991 Retail Manager, Irish Shell Ltd in Dublin, Republic of Ireland. Main responsibilities / results:
* Marketing and sales of automotive fuels and lubricants
* Retail network (450 outlets) management and upgrade
* Reorganisation of business unit

1989 Study on Information (Systems) Infrastructure for Irish Shell Ltd. in Dublin, Repub-lic of Ireland

1987 - 1989 Commercial Manager, Irish Shell Ltd in Dublin, Republic of Ireland. Main respon-sibilities / results:
* Marketing and sales of lubricants, heating oils, bitumen, aviation fuels.
* Significantly improved market position
* Reorganisation of business unit

1984 - 1987 Retail Economist / Network Planner, Shell Nederland Verkoop B.V. in Rotterdam. Main responsibilities:
* 5-year business plan for Retail business unit
* Network plan for retail outlets
* Individual investment decisions

1982 - 1984 Corporate Planner, Shell Nederland B.V. in Rotterdam. Strategy development and investment decisions for:
* Retail business unit
* Lubricants business unit
* Pernis refinery


1980 - 1982 Operations Research Analyst, Shell Nederland Informatieverwerking B.V. in Den Haag. Development and support of systems for
* Refinery production scheduling
* Ship scheduling
* Refinery management information

Education

Applied Mathematics, Technical University Delft.
Specialisation: Operations Research

HBS-B, Openbare Scholengemeenschap „Nieuwediep“, Den Helder

Skills

Change Management, Business Development, Consolidation

Languages

Dutch, English, German, French

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