A Cooperation with a very wide range of services to their members in the agricultural world. For one of the components, the animal feed producing company, I was asked to take the required ERP implementation process as project manager. Started this up from the very beginning.

- Business Case (already prepared for a very large part).

- Project plan

- Supplier selection

- Blueprint

- Implementation

- Coaching BPO people

Picked up the role of Change Management during the project. Not only processes but also organisational issues with the associated aspects

Approached by a former client, now CFO of van Happen Containers, to support him and the internal Project Manager as a sounding board for their ERP implementation project. Only recently started. The first conversations show that Change Management will also require the necessary attention.

A merger of 3 different cooperations, a year earlier.

Intentionally first as Business Unit Controller of the feed producing company with 3 production locations.

In addition to various ongoing and newly started integration projects, the need for a completely new Information Management, but even more urgent, a new ERP system became crystal clear.

Assignment shifted to ERP project manager. BU controller role was invested under the responsibility of ACOL with 3 other controllers. Project Manager role filled from the very beginning; Business Case, project plan, supplier selection, Blue print and implementation. After live, 10 months as planned and within budget, the organization was also included in the adoption of the new Information system.

Also carried out many facets of Change Management in the assignment. Also part of the Strategy development and plan for the coming 5 years.

Approached by one of the former clients, now in the capacity of Director of one of the two branches of sport of Agrifirm, to take a Business Unit under the wing that is part of a German GmbH. This is in the role as Geschäftsführer.

Command was fairly clear; to ensure that the German BU would come "in Control" as quickly as possible and prepare for the division of the GmbH into 2 new companies.

Performed a carve-out.

In addition to the financial responsibility of the BU, therefore, an assignment that was entirely in the context of Changes. All facets of Change are particularly applicable here;

- Stakeholder management

- Change impact analysis

- Communication both internally GmbH and Holding as well as externally to German stakeholders.

- Responsible for all HR issues as a result, in close collaboration with the Holding HR department.

Also performed an ERP implementation for the remaining part of the GmbH. In fact, a roll-out of the solution that is already in use within the Netherlands organization. With all additional things such as:

- GAP analysis between processes before and after roll-out

- adjustments to the required processes

- appointing and supervising BPO employees

- setting up training courses

- Cut-over plan and data migration.

Part of this transition; transferring Back-Office and financial tasks (and powers) to an FSSC in the Netherlands. We also implemented an incoming invoice processing system (Invoice processing system)

After the carve-out I hold the position of Geschäftsführer.

Within TKF, the cable manufacturer and the largest company under the TKH flag, the position of Financial Director is fulfilled. In addition to the financial function, the IT department was also managed. Contract management of large, international projects was also a particular point of attention, legally supported by the legal department of the Holding.

Extensive support from the Management Team was achieved through, among other things, a far-reaching Forecast model for the Sales organization, split into Business Units. Production reporting on productivity, cost prices coupled with outages and waste including an integrated forecast model. R&D and quality departments and overhead were also provided with new insights into costs and FTE developments. This also enabled a better and reliable Forecast to be set up at company level.

Change Management was also an important part of the assignment. Direct reporting departments were restructured, further automation / standardization of those processes brought change. Reorganisations of other parts of the company were also supported, from a financial point of view but also in the processes.

VION Food Group is one of the largest food companies in the Netherlands and is internationally active in the field of high-quality food and ingredients for humans and animals.

ACOL BV supported Vion Food Group in various areas for a year. For subsidiary ENCEBE we have conducted research into the correlation between the complicated primary production process and the reported profit. In addition, change management activities were carried out and ACOL BV carried out research into the accuracy and completeness of the total value chain (value chain).

Belden produces and sells a comprehensive portfolio worldwide of connectivity solutions and network products to industry, companies and the broadcasting industry.

Between July 2008 and October 2011, ACOL BV carried out various major projects in the field of change management, integration, Shared Service Center and SAP implementation for Belden. For example, ACOL BV was involved in the integration of transactional processes and a single administration of a number of foreign offices (GB, DE, IT and FR) in a Shared Service Center in Venlo (NL). ACOL BV also made a major contribution to strategy development and optimization of the European financial situation. Another important project in the field of integration management was the splitting up and relocation of various departments and business units in the Netherlands, France, Germany, Great Britain, Italy and the United States.

Dockwise BV specializes in heavy sea transport, whose clients mainly come from the global oil industry.

Between November 2006 and June 2008, ACOL BV provided Dockwise BV with services in the field of interim management, finance & control and ERP (SAP) implementation.

DSM Research B.V. is part of Royal DSM N.V. and is involved in the research and development of food ingredients, medicines and high-quality materials.

In 2006, ACOL BV was involved in the division of the entire company into separate units that could be incorporated into various business units. ACOL BV provided knowledge and expertise in the field of reorganization and integration, which resulted in an advisory report and action plan.

Christian Salvesen Nederland BV offers storage and distribution services and is mainly concerned with the logistics of frozen goods in the Benelux.

Between 2004 and 2006, ACOL BV within Christian Salvesen Nederland BV mainly worked as an interim manager in the field of finance & control. In addition to preparing the budgets, research has also been done into the existing Shared Service Center.

At ABI Techniek BV, ACOL BV has started an investigation into the financial administration. It soon became clear that a reorganization and later suspension of payments and bankruptcy was inevitable. ACOL BV supervised this process and acted as administrator and trustee during this process.

Agerland BV (as of 1 January 2011 Agrifirm Plant) is a supplier of fertilizers, seeds, plant protection products and business supplies for the agricultural sector and is part of the international Agrifirm Group.

The projects that ACOL BV carried out for Agerland BV between April 2003 and June 2004 were mainly in the field of finance & control. As controller responsible for the administration department, ACOL BV has, among other things, prepared budgets and implemented ABC (Activity Based Costing). In addition, ACOL BV has set up a change management team to implement improvements with regard to the financial position of the organization.

USZO was one of the implementing institutions for social worker insurance and was absorbed by the UWV in 2002.

Between November 2001 and February 2002, ACOL BV carried out various activities for USZO in the field of finance & control, including performing a cost analysis, coordinating the end-of-year procedures and coaching employees in preparing management information. During the merger with the UWV, the restructuring of the department fell under the responsibility of ACOL BV.

Betonson is a producer of precast concrete products and a developer of unique building concepts for residential and commercial construction, industrial construction and civil engineering.

In 2001, ACOL BV evaluated the implementation of the ERP system (SAP) for Betonson. We then started a change management project to improve the way of working within the organization. All tasks and responsibilities within the organization have been investigated and made clear again. The first- and second-line management has been trained by ACOL BV to correctly process and use information, so that the business processes and SAP are better aligned.

Atos (formerly Atos Origin) is an international IT service provider with more than 75,000 employees in 47 countries.

ACOL BV carried out a wide range of activities and projects for Atos Origin between April 2000 and March 2001. Among other things, as interim finance & control manager, the accounting manager of the holding administration was replaced. ACOL BV has also developed a worldwide reporting system and a new SAP version has been implemented for the International Competence and Alliance Center (ICA) in Brussels.