Some references from our interim managers

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  • Sale of the Asian division under IFRS
    deconsolidate the sold Asian division and define the result under IFRS. Draft the Disclosure Notes for the Consolidated accounts under IFRS.
    Redevelopment of the Consolidation Process: Develop concept for re-design of the consolidation process. Initiated a Hyperion clean up exercise to rationalize the number of entities exercise and bring the equity and participations by entity in line with the underlying legal documents.
    Credit Insurance: Develop presentation in order to obtain stable Credit Insurance. This document serves as basis for discussion with Credit Insurers.
  • Closing improvement
    Define a period closing schedule bringing closing due date down from an unclear target to 5 days. Implement daily closing review meetings, thus enhancing communication, issue understanding & related actions and figure quality. Review the accounting from A-Z to USGAAP level and define the areas of improvement. Review, re-write, where needed the accounting policies, Re-write the budget manual, Develop a Purchase policy and review the Purchase process, Develop Year End Closing procedures, SAP system & statutory closes, analyses and resolve the SAP FI-CO difference. Compose the Statutory Annual Accounts, including the related sub consolidation, balance Sheet issues, quality increase in SAP.

  • Country migration manager shared accounting service center
    Verantwoordelijk voor de migratie van de diverse financiële afdelingen van de Siemens Belux groep naar een SAS center (Shared Accounting Service center). Ontwikkeling nieuwe structuren, opstellen KPI’s, service level agreements, veranderingsprocessen.
  • Chief Financial Officer and Member of the Board
    Analysing financial performance, systems and processes; creating strategies to identify and secure new commercial opportunities while furthering existing relationships and developing innovative, enterprising and effective commercial strategies in alignment with operational plans for this €250m turnover international logistics company to optimise synergies and efficiency and increase growth. Coordinated functions associated with process re-engineering, change management, quality monitoring and sustainability. Managed business-critical projects from inception to completion within time and budgetary constraints. Implemented and monitored adherence to stringent budgetary constraints. Business administration, facilities, procurement, cost management and fleet management. ICT departments and the development of ICT solutions, investments and software migrations (SAP R3), risks, compliance, insurance and legal and customs issues. Controlled quality management functions, including EFQM (European Foundation for Quality Management). Secured environmental management (DIN-ISO-14001) and TAPA (A security high-level) certification. Developed a FMCG tempered warehouse 85.000 sq.m. in Willebroek.
    Supported mergers and acquisitions, including the development and monitoring of restructuring measures related to the merger of Schenker and CO N.V., Stinnes Belgium N.V. and Bax Global N.V.