Take your business to a higher level

through analysing your business’s strengths, weaknesses, opportunities and implementing sustainable new ways of working

Take your business to a higher level

through analysing your business’s strengths, weaknesses, opportunities and implementing sustainable new ways of working

Work Experience

onderline

Work Experience

May 2015 – Present

Accezz International

Project Manager

Analysis & project in metal processing plant, analysis in Belgian chipboard factories.

April 2015 – May 2015

Implementis

Chief analyst

Analysis of productivity & capacity in metal assembly plant. Project sold.

November 2014 – February 2015

Meridian Productivity Limited

Project Manager

Optimisation of available specialists’ time in outpatients clinics in an NHS trust.
Discovered large potential revenue losses, and fixed these by better utilisation of clinicians’ hours. Project cost under £100K, annualised project income over £200K.

May 2014 – September 2014

United Confectioners

Chief analyst

Analysis of cost reduction potential in chocolate factories.
One-week, one-man effort resulted in well-received report (in English) & presentation (in Russian) plus project proposal. Moved to 2 other factories; after analysis all 3 management teams agreed to improvement programs.

May 2013 – October 2013

ManTec

Senior Analyst & Project Manager

Analysis & headcount reduction project in logistics company; locations all over Russia, visited Moscow Region, Novosibirsk, Rostov-on-Don, Samara and Vladivostok.
Target was 230 reductions / 3.8 M€ in 9 months, after 3 months a new country manager was hired who halted the project. Achieved was then 182 reductions / 3 M€.

March 2013

RPCG

Senior Analyst

Analysis at the headquarters of a multinational oil company, focussing on purchasing and transport losses. Documented tendering irregularities and 0.7% transport loss recovery potential.

January 2013

Neoforce Consulting & Trade

Chief Analyst

Analysis of the Vilnius logistics department of a multinational trade & technology company. Documented throughput time potential through process and management system upgrading.

October 2012

In2effect Consulting Group

Trainer/senior analyst

Co-trainer on Lean Six Sigma seminar and quickscan of assembly plant.
Local senior management originally only wanted LSS certification for managers to please Brazilian headquarters. We got them enthousiastic for the exercise, and did a mini-analysis for them.

July 2012

Alexander Proudfoot

Analyst

Cost & capacity analysis in a goldmine & processing plant, including maintenance department. Documented a 5% uptime potential through better maintenance planning & control, project was sold.

January 2012 – July 2012

PDM

Senior Consultant

Optimisation of processes and management systems at a meat snacks factory, in maintenance, production and quality departments.

November 2011 – December 2011

Accezz International

Senior Analyst

Analysis in healthcare.
Did 12 observations and 8 process & system brown papers in 3 weeks, while correcting work of team members, project was sold.

August 2011 – October 2011

Esito Consulting

Project Manager

Optimisation of processes and management systems at the maintenance organisation of a large steel factory.

April 2011 – July 2011

Celerant Consulting

Senior Consultant

Optimisation of production and maintenance processes & systems, plus training & coaching of managers and supervisors at a snacks factory. 80% in Russian. Installed maintenance management system.

November 2010 – April 2011

The Brown Paper Company

Senior Consultant, then Project Manager

Optimisation of sales processes and -management at a facility services provider, before that: management systems implementation at a medicine factory. As one of nine consultants, I was responsible for 40% of deliverables, and 60% of deliverables achieved on time.

May 2010 – November 2010

International Business Consultancy

Lead Analyst

Capacity analysis of dairy processing plant in the Netherlands.
A 35 M€ investment was planned to increase capacity. We documented that a similar increase was possible through minor technical adaptations and implementing upgraded management tools and skills.

September 2008 – February 2010

Ukrainian Kaolin Company

General Director

Interim general manager of two mines and two factories.
Further restructured the company and kept it profitable during world financial crisis (sales dropped 50% October to November 2008), increasing salaries by 20%, receiving prize for “best cooperation with trade union 2009” while reducing staff from 372 to 322. Stabilised production and upgraded quality so that export to Western Europe became possible. Expanded product line and restructured client portfolio. Oversaw 12 M€ investment program. Trained, coached and handed over to local management after eighteen months.

October 2007 – August 2008

Celerant Consulting

Project Manager

Project manager of a restructuring project of a mining & processing company in Ukraine.
Complete re-design of organisation, upgrading of production management system and implementation of maintenance management system (there was absolutely nothing). Reduced staff from 474 to 372 while improving production (by 70%) and quality (so that export to Western Europe became possible).

August 2007 – September 2007

Jamieson Group

Project Manager

Project manager at business analysis in gold mining & processing company in Siberia.

January 2007 – August 2008

Cannizaro, Synergetics, DaVaci

Senior Analyst, Consultant, Project Manager

Project manager of an analysis in a St Petersburg beer brewery (Russia), analyst/consultant at a soap factory in the Netherlands, consultant at an analysis of an administrative department in Chicago. Documented 200 K$ improvement potential in Accounts Payable department. Installed management system on the factory floor.

January 2004 – January 2007

STaR Consulting Group

Project Manager, Senior PM, Regional Operations Manager

Mostly projects for cost reduction at a road building company, starting as project manager. Also project management and support on health care projects and analyses.
Sold five follow-up projects, had to take over as trouble shooter at three of them. Finally managing several projects simultanously. One regional director stated: “After your project, costs were structurally lowered so I was able to offer at significantly lower price levels, winning a tender for a 65 MIO euro project”. Managed teams of up to 20 (internal/external) consultants while responsible for programmes involving hundreds of employees. On one project prepared and managed implementation of management tools & skills for 105 supervisors and managers.

October 2000 – January 2004

EPI

(Senior) Consultant & Project Manager

Consultant at several projects. Project manager of several projects at Telekomunicja Polska. Recovered 13 MPLN in lost invoicing of leased data lines, upgraded management systems in all Poland, re-connected business processes disrupted in earlier restructuring project (not ours). Senior Vice-President: “We have many consultancy projects in our company, but yours was special”.

October 1999 – September 2000

KPN Telecom

Project Manager

Implementation of new software platform, coordinator between project and line organisations of Region North. Asked to do (and successfully did) follow-up projects improving processes and management. Became a model for the other five regions. Documented 50% increase in understanding and appreciation of management systems.

January 1998 – August 1999

Meridian Productivity Specialists

Analyst and Consultant

Consultant at meat factory in the Netherlands and software company in Germany.
On my very first project I managed to prove the whole controlling department produced wrong data. Documented the full cost of a call into the helpdesk: 40 DEM. Did analysis, project and management training in German. Flew to Birmingham headquarters for analysis final presentation with six brown papers.

January 1998 – August 1999

Meridian Productivity Specialists

Analyst and Consultant

Consultant at meat factory in the Netherlands and software company in Germany.
On my very first project I managed to prove the whole controlling department produced wrong data. Documented the full cost of a call into the helpdesk: 40 DEM. Did analysis, project and management training in German. Flew to Birmingham headquarters for analysis final presentation with six brown papers.

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Want to know more about me or what I do

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