Curriculum Vitae (in English)

Expertise and competencies

  • Languages: Dutch (native), English (fluent both written and verbal).
  • Core competencies: analytical, decisive, communicative, innovative, people and organization sensitive, connector.
  • Expertise: leadership and people management, individual and team coaching, operations management, change management, vision and strategy development and implementation.

Education and courses

2016: Coach-the-coach training (certified by NOBCO/EMCC)

1996-2010: Various leadership programs (Harvard, Babson College, Templeton, De Baak)

1983-1989: MSc Chemistry (major: Microbiology), University of Amsterdam

1977-1983: Gymnasium-beta, Van der Waals scholengemeenschap, Amsterdam

Work experience

2015 onwards: Owner scherpte diepte Consultancy. Independent management consultant and photographer.

  • Certified NOBCO/EMCC Foundation Coach.
  • Clients: Evides, Shell, Elsevier, Dow Benelux, NBD Biblion, MSF Holland, ProDemos, ikbenfrits, International Association of STM Publishers, Bibliotheek Lek en IJssel, Bibliotheek Zuid-Kennemerland, Studyportals, private clients.
  • Assignments: interim (project) management, product/customer analyses, data analysis, vision and strategy development, teambuilding workshops, individual and team coaching, facilitation (management) team meetings, coach leadership program, business and private portrait photography.
  • Peer Auditor for CBCT (Certification organization for Libraries, Culture and Literacy organizations).

2014 – 2015: Manager City Libraries and Regional Development, Public Library RotterdamResponsible for the front office library operation and customer services (125 FTEs) in the 16 branches of the Public Library Rotterdam. Also responsible for the shared services departments ICT and Facilities (20 FTE). Member of the Management Team and Deputy Director.

  • Managed a major reorganisation including forced redundancies: selection of department management team, support for redundant staff, setup of the new organisation structure, facilitating culture change.
  • Vision and strategy development for the Library of the Future, translation of the vision into actionable departmental goals for 2015.
  • Improvement and optimisation of basic processes for frontoffice library operation, customer services and ICT/Facilities.
  • Development and implementation of the location (“footprint”) policy of the Library Rotterdam (closure of branche locations, development of alternative services, defining and implementing the “city library” concept.
  • Executive management for the rollout of a new library system and project “Redevelopment Central Library”.

2012 – 2013: Manager Operations, Weekbladpers Media. Responsible for the operational departments Crossmedia, Studio, Media Order and Facilities at Weekbladpers Media (total 14 staff), publisher of Dutch magazines such as Vrij Nederland, Opzij, Psychologie Magazine and Happinez.Member of the management team. Weekbladpers Media is part of WPG Uitgevers, a conglomerate of book, magazine and educational publishers in The Netherlands and Belgium.

  • Anchoring and optimisation of the new digital editorial workflow as well as introduction of an application management and governance structure for managing and further development of the new workflow applications.
  • Optimisation of processes in Media Order (advertisement handling), and improvement of services by combining the departments Crossmedia and Studio.
  • Shifted the focus from the development of complex online products with long lead times to the rapid development or improvement of front-end products (for web and tablets), based on clear business cases.

2009 –  2012:  VP/Program Director Operations Unlimited, Elsevier BV, Operations. Leading the future organisational and strategic alignment of Elsevier Operations with the Elsevier business units Science&Technology and Health Sciences. These business units are facing an increased pace of change in the needs of their markets and customers. Strategic staff role, member of the international management team of the Operations Division of Elsevier.

  • Conducted research and deep dives to define focus areas for strategic and organisational re-alignment of the Operations division.
  • Defined blueprint for future strategic and organisational set up for Elsevier Operations, including plan for implementation. Coordination and evaluation of pilot to test new role (Strategic Operations Partner) and design of support and communication structure.
  • Design and rollout of culture change program to make Operations staff aware of the need to revise the existing culture (to a tighter connection and dialogue with the business units and faster response to changing needs of markets and customers, without losing the existing focus on operational efficiency). Organisation of (online and offline) workshops and a conference to roll out the new “values and principles” to Operations management.

2011: VP/Program Director Business Case Development, Elsevier BV, Health Sciences, EMEA/LA. Interim assignment: as project manager responsible for the development of a business case for a new product for Elsevier Health Sciences EMEA/LA, commissioned by the Managing Director, including market research and coordination of a multidisciplinary team in different European countries.

  • Delivery of report on time and within budget.
  • Recommendation to not proceed with product development because of a lack market interest endorsed by the Managing Director.

2003 – 2009: VP/Global Director Editorial-Production Journals (2006-2009) and Director Editorial-Production Journals (2003-2005), Elsevier BV, Operations. Responsible for management and results of seven Editorial-Production Journals locations (150-400 staff) in USA, Europe and India, producing 1400 scientific journals (2.2 million pages per year). Member of the international management team of the Operations Division of Elsevier.

  • Increased service to customers and operational efficiency through outsourcing of activities to external suppliers. This reorganisation led to a reduction in global staffing levels in 2007 from 450 to 400, partly through forced redundancies.
  • Announced and started implementation of strategy to build up a unit in Chennai, India, leading to consolidation and (partly) closure of European locations.
  • Design of change management approach and program with focus on timely and open communication of the strategy and its consequences for staff. Despite redundancies the chosen approach was valued by employees, reflected in high scores in the Elsevier Employee Opinion Survey.
  • Design of blueprint and migration plan for the merger of two departments (Editorial and Production).
  • Increased customer satisfaction and operational efficiency by introducing one point-of-contact for the customer and creating one role responsible for the entire end-to-end workflow.
  • Increased operational efficiency and facilitated electronic publication for German language journals of Urban&Fischer (acquired by Elsevier in 2003).

1997 – 2002:  General Manager (2001-2002) and Operations Manager (1997-2000), Electronic Warehouse (EW), Elsevier BV, Operations. Responsible for the management and results of EW Operations & Application Management (14 people), the department that enables the storage of electronic data and delivery of electronic products. Definition and implementation of processes, organisation and roles for the rapidly growing new department and the selection and training of employees. Definition of requirements for a new EW system and set up of application management.Operational management of digitization project for historical journal content.

1990 – 1996: Various operational roles (Issue Manager, Desk Editor), Elsevier BV, Operations.