Flex Manager
De top 21219 Flexmanagers van Nederland
21219 professionals

 beschikbaar?

interimmanagement TIP: soortgelijke CVs vinden

Business Manager

Business Manager

Work Experience

May 2011 – July 2015: DuPont Industrial Biosciences (IB)
Industrial Biosciences is the biotech division of DuPont. Combines former Genencor and DuPont Applied BioSciences. IB is headquartered in Wilmington, DE. Revenue of $1.2B and 2.500 employees. Formed by the acquisition of Danisco in May 2011.

Aug.14 – Jan.15 Global Director Key Accounts
P&L responsibility for 5 global key accounts. The 5 leaders of key account teams report directly to me. Goal is focused implementation of KA teams, plans and actions for these 5 chosen accounts that operate globally. KPIs are double digit revenue and profit growth, high value & high quality pipeline, development beyond traditional enzyme business and across DuPont. Key tools to deliver are empowered cross functional teams, joint collaboration programs, senior management relationships, and across DuPont coordination.

May 13 – Jul.15 Member Site Management Team
Lead the site essential activities, together with functional leaders, to make it hassle-free for all teams and international leaders to be based in Leiden. Key activities are communication, housing, employee-engagement, labour agreements, and union negotiations. Specific project to implement new office-layout to accomodate growth from 110 to 150 people on site.

Oct.13 – Aug.14 Director Global Marketing and Sales Competence Development
Newly created project role to rapidly increase sales, key account management and marketing competencies.
- Implemented the DuPont Strategic Marketing Process in IB by leading 4 multifunctional teams for the key IB growth initiatives of $50MM to $100MM annual revenue each. Through 3 facilitated workshops the teams were able to directly apply the new marketing tools on their growth project.
- Created and implemented a sales- & coaching development program for the 8 regional sales teams with in total 150 (key) account managers. Unique sales competence assessment and personal learning plan form the basis for each individual. Created and implemented a matching sales coaching program for 31 sales leaders. I deployed 2 external vendors and several DuPont corporate resources for this program.
- Implemented Key Account teams, plans and actions for selected global and regional key accounts. Together with the regional sales teams and global industry teams, appointed multifunctional teams, and developed & implemented the account action plans.

Sep.11 – Oct.13 Business Unit Director
General management role with P&L responsibility for $70MM business with 45FTE global team. Integrated 3 business teams (Personal Care, Textiles and Industrial Specialties) into one Business Unit. Lead the Business Integration Team (Leadership team, R&D, Supply-chain, IP, Legal & HR). Changed leadership team structure from business-line to functional (Sales, Innovation, Product Mngmnt, and Marketing) and changed role of marketing from sales support and MarCom to strategic marketing.
Made the team choose to focus on 3 instead of 8 markets and implemented marketing strategies for these 3. In Personal Care we repositioned the portfolio and reduced distributor network. Increased speed-to-market of Pulp & Paper innovations by building a channel partnership. Changed RTM for Textiles in China.
In these 2 years we were able to increase sales revenue by 18% and contribution profit by 20%.

September 2007 – May 2011: Genencor International
Industrial enzymes business of Danisco group. Revenue of $900MM and 1.500 employees. Global HQ in Palo Alto, CA. EMEA office in Leiden, the Netherlands.

Jun.09 – Oct.11 Global Sales Director Biorefinery (Biofuels, Sweeteners & Biochemicals), Genencor NL
Managed a team 40 sales professionals through 5 regional Sales directors (of which 3 were my former peers) and 3 global Key Account Managers. Changed sales culture through “Customer Excellence” program, from product to customer focused. Implemented Key Account Management and changed regional sales structure. Co-developed and implemented new Sales Incentive Program. I had the responsibility for $280MM revenue. Generated 30% revenue growth in both years, mainly at Key Accounts and in the regions USA (biofuels) and China (sweeteners).

Sep.07 – Jun.09 EMEA Sales Director Biorefinery, Genencor NL
Sales responsible for EMEA sweetener and biofuels market. I lead a sales team of 5 account managers, 1 business development manager (newly implemented) and 1 inside-sales specialist. Designed and implemented team development program for EMEA sales, marketing and application professionals, resulting in improved teamwork and ownership. Grew sales from $19MM to $30MM in these 2 years.

November 1995 to September 2007: Quest International (now Givaudan)
Global flavour, food ingredient and fragrance house developing creative solutions for FMCG companies. Sales $1.1 billion, 3,500 employees, headquartered in Naarden, the Netherlands. Originally owned by Unilever and in 1997 sold to ICI. Quest was acquired by Givaudan in November 2006.

Sep.05 – Sep.07 Director Business Process Improvement, Quest USA
Moved to Chicago-area to lead a cost-to-serve program working from the customer backwards. Started, in the US, with a 12 weeks Diagnostics with a team of 6 AT Kearney consultants and 6 specialists from Quest. Lead the implementation with 3 project teams from Quest NAM. Team deliverables were 1) differentiating customer offering 2) product life cycle management 3) de-complexing raw material pallet and flavour-recipes. Added $1.5MM profit to 2006 revenue of $100MM.

Apr.03 – Oct.05 Regional Commercial Leader, Quest Scandinavia
Moved to Sweden to lead the regional commercial team (4 sales, 3 customer service, 4 product developers, 1 finance manager, 1 office manager). Revenue of $15MM, profit $4.4MM and local cost budget $2.2MM. Strengthened the number 1 market position, growing sales by 10% in 2 years. Changed channel in Finland. Professionalized interface with key customers through annual reviews using balanced scorecards.

Additional projects:
1. Project leader to design and implement a new strengthened European customer service (Central Customer Care team and local Account Development teams) organisation. Need to streamline the customer service organization after a disastrous SAP implementation and to reduce cost (FTE reduction of 30%) needed after the food ingredients division was sold to Kerry
2. Project leader for setting-up a new Southern European Flavour Development Centre. Organize the product development and technical service teams around the main opportunities for growth in Spain, Portugal, France, Italy and Greece. This involved office moves and lab-closures in Spain and Italy, and opening of a new state-of-the art sales & product development centre in Paris.

Jul.00 – Apr.03 Key Account Manager Frito Lay EMEA, Quest UK
Moved to Chester in the UK to take up responsibility for Quest’s second largest key account, Frito Lay in EAME. Increased the customer activity significantly through more involvement of the wider organization in the customer interface. We increased our win-rate through use of state-of-the-art Consumer understanding & research tools. Discovered the true value of thinking beyond the customer and understand the consumer. Accountable for sales of $12MM and gross profit of $4.2MM. Underlying growth of 10% and gross profit improvement from 28 to 35%, through productivity (operations and procurement focused) and product mix.

Sep.98 – Jul.00 Business Industry Manager Savoury Benelux, Quest NL
Benelux account manager with responsibility for the Culinary & Snack industry in the Benelux. Turned sales trend from decline to growth: 40% topline growth in 3 years. Hunted new business with new accounts and grew double-digit with existing core customers.

Additional project:
Lead the diagnostics phase (7 weeks) of European Commercial Change Management project with a focus on profitable top-line growth together with 4 consultants from Bridgewater. After diagnostics lead the implementation of one of four implementation projects: New Business Hunting, developing a European team of 8 ‘business hunters’.

Jan.97 – Sep.98 Account Manager Benelux, Quest NL
Account manager for Benelux Culinary accounts. Assisted BIM in account strategy implementation and developed significant new business with Masterfoods and Knorr facilitated by the ICI acquisition

Nov.95 – Jan.97 Key Account Support Manager, Quest NL
Supported the global Unilever Key Account team with monthly reports, sharing best practice and project management. Improved the communication within the global Unilever team. Developed new product- and marketing concepts which have resulted in significant new business.

December 1993 – November 1995: New Business Development Manager at Clip-Lok International, Amsterdam and Paris
Clip-Lok is a venture of Richemont International. CL owned the IP for a re-usable industrial packaging system. Mainly used by automotive, electrical components and high-tech industries. Used for shipping parts which are centrally manufactured and locally assembled. I worked as New Business Development manager in France and the Netherlands. When a new joint venture was legally established I started to develop first industry contacts and developed business from scratch.

Education

1987 – 1993 Industrial Engineering (Technische Bedrijfskunde), Twente University - Graduated MSc (Ir)

Sept´92-May 93: Thesis project at GE Plastics Automotive to develop marketing strategy for the European car-bumper market.

Aug-Nov’93: AIESEC project to implement Marketing at Tavda Hydrolysis Plant in Jekarineburg, Russia.

Skills

Develop & Implement Sales & Marketing competence development program
Implement Key Account Management
Improve leadership coaching capabilities
Redesign customer service organisation

Languages

Native Dutch, Fluent in English and moderate in Swedish, French & German. Basic in Russian

Other

Passionate about food, Biking (Alpe d'HuZes, Marmotte)

 beschikbaar?

Interim managers zoeken:

Opdrachtomschrijving :