Experience & Expertise

see in blocks below my experience  

SARIA Food & Pharma may 2025-now

Group HR Director responsible for Human Resources within SARIA Food & Pharma Group worldwide and member of executive leadership team.

Van Hessen, Devro and Bioiberica are part of the SARIA Food & Pharma Group (around 8500 employees globally, 5000 fixed 3500 flex staff) and revenue of more than 2 billion EURO. These companies use animal raw materials to create their wide range of products. With a complementary portfolio of casings for the sausage industry that includes natural and collagen-based casings, Devro and Van Hessen are leading product experts in their industry. The global life science company Bioiberica produces active ingredients for humans, animals and plants, from starting material it receives from Van Hessen.

  • Developed and started the implementation of a new three-year HR strategy and roadmap for SARIA Food & Pharma Group, aligned with the growth ambitions of Van Hessen, Devro and Bioiberica and the need to operate as one stronger international group.
  • Led the design of a group-wide people and culture agenda, including the development of a new values framework and cultural roadmap. A key objective was to move from relatively independent business units towards a more connected group culture, with specific focus on collaboration, leadership behaviour and the principle “we are even better together”.
  • Designed and started implementing a global reward, compensation and benefits strategy. This included labour market positioning, assessment of reward competitiveness, development of STI and LTI policies, pension policy review, harmonisation of key benefits and the development of a new global car policy. The first steps of the new global way of working were implemented in 2025.
  • Designed and implemented a structured employee potential review and succession management process. This created a stronger and more transparent approach to identifying talent, discussing leadership potential, defining development actions and strengthening succession planning for critical roles across the group.
  • Led the design of global HR core processes and supported the selection of a new global HCM system to enable standardized, scalable and data-driven HR processes. The implementation preparation was completed with the objective to start implementation in 2026.
  • Conducted HR due diligence for several M&A opportunities and supported the acquisition of four new companies for the group. Together with the HR team, developed the HR integration plans, including leadership, culture, organization, employment conditions and people-related risk topics.
  • Reorganized the HR function from separate company HR teams into a more professional group HR organization. This included creating group-level HR expertise, strengthening HR business partnering in the companies, clarifying roles and responsibilities, developing HR capabilities, replacing underperforming capacity where needed and hiring key HR talent for critical positions.
  • Supported the CEO and executive leadership team in implementing a new governance and operating model for the group. This included coaching leaders on the required leadership level in a larger and more complex international matrix organization and supporting the transition from separate business-unit thinking towards stronger group-wide cooperation.

Royal GD Animal Health 2022-now

Member of The Supervisory Board

With more than 500 employees and 80 million revenue royal GD group is a leading global organization in animal health and animal production. With state-of-the-art veterinary laboratories and research facilities and veterinary knowledge and expertise, GD Group supports customers worldwide. GD group delivers independent consultancy, laboratory services, contract research and animal health programs.

 

During my time as member of the supervisory board and next to supervising and being advisor of the board of directors, the following topics needed additional attention:

  • As member of the Supervisory Board, supervised and advised the Board of Directors on strategy, governance, leadership, succession, remuneration, human capital and organizational development. During the last years, several topics required additional attention because of company growth, acquisitions and the need to further professionalize the organization.
  • Supported the restructuring of the executive team from a CEO/COO model towards a CEO/CFO model. This included strengthening the CFO position, addressing a non-performance situation in the COO role and creating clearer responsibilities, sharper role definitions and stronger support within the senior management team.
  • Contributed to the design and implementation of a new governance model with clearer responsibilities between the Supervisory Board, Executive Board, senior management and key stakeholders. Together with the Chair of the Supervisory Board, played a leading role in preparing the required discussions, decision-making steps and stakeholder meetings.
  • Was closely involved in the CEO succession process, including the preparation of the profile, process design, candidate discussions and alignment with relevant stakeholders. This resulted in the successful appointment of a new CEO as of 1 September 2026.
  • Initiated and supported a more structured approach to executive remuneration. This included reviewing remuneration arrangements for the Executive Board, Supervisory Board and shareholder committee and creating a clearer basis for future remuneration policy discussions.
  • Emphasized the importance of a robust succession planning and human capital strategy for senior management and key roles. Worked closely with the CEO and HR Director to ensure leadership continuity, culture and values, employee engagement and strategic workforce topics were addressed at both executive and supervisory level.
  • Initiated an annual employee engagement survey across the group of companies, creating a more structured way to measure engagement, identify improvement areas and monitor the development of the human capital agenda over time.

Royal Agrifirm Group 2019-2025

Group HR Director / Director member Executive Committee

Company, cooperative), active in the agricultural industry, feed business, plant-based solution.  As Group HR Director, end responsible for all entities within The Royal Agrifirm Group worldwide. Member of the executive committee of Royal Agrifirm Group.

 

Besides my role as Group HR Director, in the executive team I am also responsible for our laboratory organization Nutricontrol and interim for our consultancy business.

With more than 3.500 dedicated employees Royal Agrifirm Group contributes to a responsible food chain for future generations. We deliver measurable, relevant and sustainable value to farm, field and industry. Founded over 120 years ago in the Netherlands, we are now a leading agricultural cooperative with an annual revenue of around 2.8 billion euro. We have an international network of subsidiaries within Europe, South America, United States of America, Asia and a worldwide distribution network

·         As Group HR Director and member of the Executive Committee, responsible for the global HR agenda of Royal Agrifirm Group and for translating the business strategy into a professional people, organization and leadership agenda across the international group.

·         Transformed locally oriented HR departments into a global HR matrix organization by combining strong local business partnering with global HR expert centers and standardized HR processes. This significantly professionalized HR support worldwide, improved satisfaction with HR services and reduced HR-related costs by more than EUR 2 million.

·         Led the implementation of SuccessFactors as the global HR system, including recruitment, onboarding, Employee Central, succession and employee potential review, performance and development cycle and learning modules. This created a stronger foundation for global HR processes, data quality, leadership decisions and management information.

·         Played a leading role in the business transformation from a silo-oriented business-unit structure towards a more integrated global matrix organization, balancing customer and market focus with efficiency and optimization in support functions. The transformation programme contributed to a global savings programme of EUR 45 million.

·         Held additional executive responsibility for Nutricontrol, Agrifirm’s independent laboratory organization in the feed and food industry, with EUR 16 million revenue and approximately 100 employees, as well as the laboratories supporting Agrifirm’s own supply chain, production locations and local farmers worldwide.

·         Acted as interim Director of Exlan, the consultancy business unit with approximately 100 employees. Led the strategic review process, clarified where to play and how to win, implemented a stronger financial and performance focus and managed the transition towards a new permanent Director.

·         Supported the Supervisory Board on executive remuneration and governance matters, including drafting remuneration policies and presenting and defending these policies to both the Supervisory Board and the Members Council within the cooperative governance structure.

·         Led and supported executive succession planning for the Board of Directors and Supervisory Board, including succession for CEO and CFO positions. In the last three years, supported the appointment processes for both a new CFO and a new CEO, involving internal and external candidates, and managed the broader succession planning programme for key leadership positions.

·         Developed and implemented Agrifirm’s culture programme and a new global Compensation & Benefits strategy. This strengthened consistency in reward, leadership behaviour, values, people processes and culture across the organization.

·         Supported the Supervisory Board in reviewing and evaluating executive compensation and benefits, including base salary, annual salary development, Short-Term Incentive and Long-Term Incentive programmes for the executive team.

·         Developed a new leadership development programme together with the Talent Development Director, based on the Leadership Pipeline philosophy. The programme created a structured approach for leaders of others, leaders of leaders and executive leaders, with a stronger focus on the competencies required at each leadership level.

My experience before 2019

 

 Stork 

Regional Director Human Resources Continental Europe 2013-2019

Responsible for Human Resources in Continental Europe (4000 fixed and 1500 flex staff). Responsible for the HR Business Partners, Resourcing Department and  HR excellent centers ( recruitment, Academy, C&B and Shared Service Center HR) (40 employees). Reporting line  to SVP Continental Europe. MT member Continental Europe. Member of the Stork HR Board.

·     Optimizing HR Department (Ullrich model). Increased performance of HR staff and overall productivity of the HR team. Focus on working as a team in the Ullrich model and individual coaching of HR Managers to become real HR Business Partners. Businesses are more satisfied with performance and delivery of the HR department against lower cost (reduction of total HR Budget with 1.5 million Euro)   

·     Designed and implemented Employee Potential Process, Succession Planning process, Leadership pipeline and development program. Resulted in a streamlined controlled hiring and promoting process and more specific development plans. Score in annual employee Engagement survey went up with 0,3 for question “I get career opportunities within Stork” also more vacancies filled in with internal candidates. 

·     Project manager of several organization changes; resulted in a more delayered customer focused organization and overhead saving of 8,5 million annualized 

·     Redesigned and refocused recruitment department and process. Resulted in an increase of hires up to 300 a year and lowering recruitment budget with 700K annualy.

·     Designed and Implemented HR Dashboards and reporting. Resulted in a more analytical fact- based HR approach with KPI’s and monthly progress reports on topics like: Sickness, Retention, Recruitment, Training and Development.

·     Development and implementation of a new resource strategy. Because of changes in market circumstances and entering new markets, a redevelopment of the resource strategy was needed. This redevelopment resulted in detailed resource strategy including processes and reporting for the short mid and long term.

2011 - 2013 Stork Europe, USA, UK 

Human Resource Director Solution and Asset Integrity

Responsible for Human Resource Area for all Specialist Services units and Asset Integrity (1500 fixed and 400 flex staff). Companies in the Netherlands, Germany, US and UK. Part of the management board of Stork Solutions and Asset Integrity.  Member of The Management team Germany

     Integrated HR Departments in Germany into one HR Department serving all companies in Germany. Increased performance. Resulted in an HR department which was working as one team which delivered better services towards the German companies

·     Implementation new compensation and benefits package in Germany and US with new appraisal and salary system. Resulted in a more controlled and clearer performance related award strategy.

·     Leading overall cost reduction program focusing on overhead cost. Resulted in savings of 3 million annualized

·     Reinstalled Performance and Development cycle. Resulting in a process where clear target setting, mid and end year reviews were held and managers where more engaged in fulfilling their task as people manager. All HR processes were aligned on this cycle.

2008 - 2011Logica / CGI The Netherlands

HR Director Consultancy & Professional Services (C&PS).

Company active in the IT industry. Responsible for Human Resource Area for all Consulting & Professional Services activities within Logica NL (4200 employees) In this position Member of the management board of Consulting & Professional Service unit and reporting to SVP of the region.

·     Started the first half year as HR manager for one of the NL divisions. After six months I was asked to lead the restructuring process for C&PS organization from four vertical market-oriented divisions into one division. Resulted in a more coherent simplified organization with clear roles and responsibilities with less overhead (reduction of 100 employees).

·     Strengthened recruitment process and forecasting mechanism. This has led to an effective recruiting and hiring process for around 800 employees a year, with accurate forecasting of new hires four months ahead.

·     Project leader of “way we work program”. Program for engagement of the consultants. Developed together with consultants’ lot of initiatives to increase engagement of the consultants with Logica. Resulting in decrease of retention rate with 10%

·     Changing HR department towards a more business-oriented support department. The latest HR processes and instruments were in place but the HR departments where not enough aligned with the business needs. Focused on more pragmatic and fit for purpose processes and individual coaching of the HR team to become HR Business Partners.    

2006 - 2008 Stork     Europe, USA, UK

HR Manager Stork Power Services

Companies active in the power generation installations, HR responsible for four company's in the Netherlands  (500 FTE), company in the USA (200 FTE) and two company's in Germany (450 FTE). I was member of the management team of Stork Power Services.

·     Involved in several Due Diligences (HR Related) to acquire new companies which could complete the Power Services Portfolio   

·     Lead integration projects (culture, systems and processes) of new acquired companies into the Stork organization

·     Transforming standalone HR departments into a more coherent working HR organization 

2002 - 2006 Strukton / Stork Worksphere   The Netherlands

HR Manager

As HR manager responsible for several regions of the Worksphere company (800 employees). Member of the management team. I gave steering to several HR Officers, HR administrators and recruiters.

 ·     Introduced a Shared Service Approach and helped with the introduction of several new HR processes.

·     Involved in several Due Diligences (HR Related) and integration projects to insource activities from customers

2000 - 2002 Proces Management & Control The Netherlands

HR Manager / Fieldmanager

During my study Strategy and organization Sciences worked as P & O Coordinator for 3.5 day up to 4 days a week. In this role I was responsible for all HR related topics within PMC. Special projects were: development of a 360 degree field management system, implementation of competence-based reviewing, implementing training plans for all employees. Also responsible for Field management, meeting with consultants and customers to evaluate assignments and contract extension.