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Mar 24 – Dec 24     Lipton Teas & Infusions      Procurement Finance Manager & Finance Lead Cash Improvement

Lead of procurement finance team and finance project lead to improve cash delivery within context of private equity (CVC Capital Partners) driven scale up transformation.

• Interim procurement finance business partner. Stepped up finance business partnering on procurement agenda, improved finance reporting and supported team transformation
• Project finance lead to drive cash lever improvements, for supplier payables and capex
• Finance lead to successfully build and deliver business case on major strategic sourcing change

• Lead the supply chain finance team (12 HC), managing the full supply cost (>€ 0.3Bn), incl procurement & transport of raw materials, manufacturing, ramp up, comanufacturing and logistics.
• Manage the delivery on the in year scorecard, manage opportunities and risks and make tradeoffs as required in partnership with supply chain leadership team.
• Partner with supply chain director and CFO to set the financial direction for budget and strategic planning, with a focus on optimizing the overall supply chain network cost.
• Govern supply chain capex portfolio, deliver greenfield investment updates for shareholder Coca-Cola
• Revamped supply chain performance review and budget planning with dashboards in Power BI delivering clear full end to end cost views with extensive supporting analytics (eg. raw material price funnels, exceptional cost reporting)

• Joined as innocent employee #4 to be finance lead for the greenfield startup (>€200M investment)
• As part of blender leadership team supported the rampup of the blender towards >200 people
• Led recruitment and development of blender finance team
• Supported the design and implementation of a new ERP system in manufacturing finance area
• Driven sound decision making to leverage benefits of new supply network setup
• Developed and implemented plan to created integrated supply chain finance team to provide clear end to end business partnering to drive performance and optimise supply chain cost

• Partnered with SVP and manufacturing directors to set targets and ensured successful delivery of category make budget. Excellent productivity & cpu trends achieved despite volume/mix challenges.
• Drove alignment with financial planning teams and CFO’s of the Market Business Units (MU’s) in Europe on annual and strategic plans for both Juice (Tropicana, Naked, Avalle) and Grains (Quaker, Cruesli) make and move cost impacts
• Led financial elements and provided cross-functional direction setting for all major strategic projects such as, new greenfield plant (Avalle Gazpacho) or plant sale (Tropicana France site) and multiyear strategic partnerships with co-manufacturers
• Partnered with commercial finance on portfolio optimization, innovation and brand expansion
• Financial oversight on capex budget (~ $50M pa) and delivery of productivity (~$10M-$20M pa)

• • Built AOP and forecasts of sites, managed risks and led course correction to deliver against set targets including Capex and productivity
  • Aligned with all MU’s on AOP (annual operating plan) , forecast and actual variances in P&Ls.
  • Partnered with plant management teams, co-manufacturing team and supply planning team to build financial acumen and decision-making capability
  • Initiated, developed and implemented true cost allocation to provide improved cost transparency, decision making as well as portfolio optimisation. Best practice was rolled out to other categories

• Led the DMO WER team (17 HC) and driven the Data Management Organization (DMO) digitisation transformation agenda.
• Drove effective learning curve of central WER DMO team and app 300 data stewards in the MU’s
• Led improvement of DMO processes with all stakeholders to secure benefits of harmonised data
• Led the DMO change agenda on outsourcing financial back office and (SAP Ariba) central procurement
• Developed strategic DMO roadmap to further optimise scope and expand footprint of DMO

• Led commercial and supply chain finance team of PepsiCo Thailand Foods (Snacks, $0.3Bn net revenue)
• Drove solid financial results of the MU as well as a strategic roadmap to double the business in 5 years
• Led the effective delivery of key business strategic, yearly and monthly planning processes and gatekeeping of commercial initiatives. Improved operations finance capability in plant and MU
• Delivered business case and managed Capex process of 2nd factory ($50MM) and SAP implementation
  

• • Drove the operational and financial performance of the Rotterdam Quaker (Cruesli) manufacturing plant
  • Delivered core finance planning processes for Rotterdam, with clear productivity, cost targets and Capex plan. Strong delivery of productivity & financial performance in 3 consecutive years.
  • Ensured financial alignment with over 10 country MU’s sourced from Rotterdam plant

• • Supported the Holland and Belgium Food sites on operational and strategic topics
  • Improved the change management process for marketing initiatives and new product development
  • Delivered capacity and sourcing analysis for NEBU Salty sites. Secured financial analysis of capex
  • Implemented portfolio analysis / item rationalization project for Holland, Belgium and Nordics
  • Supported NEBU purchasing agenda and alignment with Global Purchasing Group

• • Developed and implemented site supply chain strategy including major capacity increases, restructuring, outsourcing and optimizing sourcing of raw materials
  • Delivered business cases for all investments on site producing ~70000 ton Uncle Ben’s rice varieties
  • Analysed financial performance and link with physical drivers in the supply chain to drive improvement

• • Managed step change projects in production.
  • Led Project of $5M capacity increase. Optimised $9M investment by dynamic production simulation
  • Designed and implemented on-line factory performance tracking
  • Successfully increased labour productivity by improving labour planning and organisation
  • Drove several initiatives to improve efficiency, quality and safety

• • Operational supervisor and stand-in shift manager for a shift of 40 operators producing sauces in glass jars, PET bottles and pouches (Brands: Uncle Ben’s, Dolmio, Suzi Wan, Seeds of Change).
  • Led the continuous improvement of the major production lines.
  • Developed best practises for startup of new technology (sauce in pouch)
  • Drove several initiatives to improve efficiency, quality and safety

Mar 24 – Dec 24     Lipton Teas & Infusions      Procurement Finance Manager & Finance Lead Cash Improvement

Lead of procurement finance team and finance project lead to improve cash delivery within context of private equity (CVC Capital Partners) driven scale up transformation.

• Interim procurement finance business partner. Stepped up finance business partnering on procurement agenda, improved finance reporting and supported team transformation
• Project finance lead to drive cash lever improvements, for supplier payables and capex
• Finance lead to successfully build and deliver business case on major strategic sourcing change

Lead of supply chain finance team (12 HC) and finance business partner in supply leadership team for full scope of COGS from fruit to drink for the consumer.

• Lead the supply chain finance team (12 HC), managing the full supply cost (>€ 0.3Bn), incl procurement & transport of raw materials, manufacturing, ramp up, comanufacturing and logistics.
• Manage the delivery on the in year scorecard, manage opportunities and risks and make tradeoffs as required in partnership with supply chain leadership team.
• Partner with supply chain director and CFO to set the financial direction for budget and strategic planning, with a focus on optimizing the overall supply chain network cost.
• Govern supply chain capex portfolio, deliver greenfield investment updates for shareholder Coca-Cola
• Revamped supply chain performance review and budget planning with dashboards in Power BI delivering clear full end to end cost views with extensive supporting analytics (eg. raw material price funnels, exceptional cost reporting)

Finance lead for build and startup of innocent’s first manufacturing site “the blender” with a vision to create the earth’s favourite little healthy drinks factory.

• Joined as innocent employee #4 to be finance lead for the greenfield startup (>€200M investment)
• As part of blender leadership team supported the rampup of the blender towards >200 people
• Led recruitment and development of blender finance team
• Supported the design and implementation of a new ERP system in manufacturing finance area
• Driven sound decision making to leverage benefits of new supply network setup
• Developed and implemented plan to created integrated supply chain finance team to provide clear end to end business partnering to drive performance and optimise supply chain cost

Led supply chain finance agenda Juice & Grains ($2 Billion net revenue) with 11 PepsiCo manufacturing sites and many co-manufacturers across western Europe, Ukraine and Russia.

• Partnered with SVP and manufacturing directors to set targets and ensured successful delivery of category make budget. Excellent productivity & cpu trends achieved despite volume/mix challenges.
• Drove alignment with financial planning teams and CFO’s of the Market Business Units (MU’s) in Europe on annual and strategic plans for both Juice (Tropicana, Naked, Avalle) and Grains (Quaker, Cruesli) make and move cost impacts
• Led financial elements and provided cross-functional direction setting for all major strategic projects such as, new greenfield plant (Avalle Gazpacho) or plant sale (Tropicana France site) and multiyear strategic partnerships with co-manufacturers
• Partnered with commercial finance on portfolio optimization, innovation and brand expansion
• Financial oversight on capex budget (~ $50M pa) and delivery of productivity (~$10M-$20M pa)

Led the financial supply chain agenda for 5 Juice sites

• • Built AOP and forecasts of sites, managed risks and led course correction to deliver against set targets including Capex and productivity
  • Aligned with all MU’s on AOP (annual operating plan) , forecast and actual variances in P&Ls.
  • Partnered with plant management teams, co-manufacturing team and supply planning team to build financial acumen and decision-making capability
  • Initiated, developed and implemented true cost allocation to provide improved cost transparency, decision making as well as portfolio optimisation. Best practice was rolled out to other categories

• Led the DMO WER team (17 HC) and driven the Data Management Organization (DMO) digitisation transformation agenda.
• Drove effective learning curve of central WER DMO team and app 300 data stewards in the MU’s
• Led improvement of DMO processes with all stakeholders to secure benefits of harmonised data
• Led the DMO change agenda on outsourcing financial back office and (SAP Ariba) central procurement
• Developed strategic DMO roadmap to further optimise scope and expand footprint of DMO

Jun 13 – Oct 13 SAP Project Lead Data Managagement Organization Western Europe

• Led effective approach within SAP leadership team to resolve burning issue toe establish robust and harmonised DMO processes in operations, commercial and finance area across the MU’s.
• Secured successful simultaneous start-up of SAP and new WER DMO organisation

• Led commercial and supply chain finance team of PepsiCo Thailand Foods (Snacks, $0.3Bn net revenue)
• Drove solid financial results of the MU as well as a strategic roadmap to double the business in 5 years
• Led the effective delivery of key business strategic, yearly and monthly planning processes and gatekeeping of commercial initiatives. Improved operations finance capability in plant and MU
• Delivered business case and managed Capex process of 2nd factory ($50MM) and SAP implementation
  

• • Drove the operational and financial performance of the Rotterdam Quaker (Cruesli) manufacturing plant
  • Delivered core finance planning processes for Rotterdam, with clear productivity, cost targets and Capex plan. Strong delivery of productivity & financial performance in 3 consecutive years.
  • Ensured financial alignment with over 10 country MU’s sourced from Rotterdam plant

• • Supported the Holland and Belgium Food sites on operational and strategic topics
  • Improved the change management process for marketing initiatives and new product development
  • Delivered capacity and sourcing analysis for NEBU Salty sites. Secured financial analysis of capex
  • Implemented portfolio analysis / item rationalization project for Holland, Belgium and Nordics
  • Supported NEBU purchasing agenda and alignment with Global Purchasing Group

• • Developed and implemented site supply chain strategy including major capacity increases, restructuring, outsourcing and optimizing sourcing of raw materials
  • Delivered business cases for all investments on site producing ~70000 ton Uncle Ben’s rice varieties
  • Analysed financial performance and link with physical drivers in the supply chain to drive improvement

• • Managed step change projects in production.
  • Led Project of $5M capacity increase. Optimised $9M investment by dynamic production simulation
  • Designed and implemented on-line factory performance tracking
  • Successfully increased labour productivity by improving labour planning and organisation
  • Drove several initiatives to improve efficiency, quality and safety

2000 – 2002 Production Shift Supervisor, Oud-Beijerland Plant

• • Operational supervisor and stand-in shift manager for a shift of 40 operators producing sauces in glass jars, PET bottles and pouches (Brands: Uncle Ben’s, Dolmio, Suzi Wan, Seeds of Change).
  • Led the continuous improvement of the major production lines.
  • Developed best practises for startup of new technology (sauce in pouch)
  • Drove several initiatives to improve efficiency, quality and safety

2010 Dutch CMA award for best exam scores
Main subjects: Management Accounting, Financial Accounting, Corporate Finance, Internal Controls, Strategic planning, Ethics, Decision analysis, Business Economics, Information Management.

Specializations: process technology, production management
Main subjects: market oriented production systems, management consulting, financial management, industrial process automation, advanced manufacturing concepts, international management

Subjects: Dutch, English, mathematics (B), physics, chemistry, economics (І), geography