Examples of business transformational projects I have delivered:

1) Setting up a shared service center for the client, 300+ people. Centralization of 4 support functions (Finance, HR, IT/IS, Legal&PRGR) with aim of productivity improvement and cost reduction. Geographical scope: Russia, Belorussia, Kazakhstan, Ukraine.

• Centralization of 4 business support functions (Finance, HR, IT/IS, Legal&PRGR) with the aim of productivity improvement and cost reduction.
• Development and implementation of new organization structure
• Design and implementation related processes, procedures, Service Level Agreements, KPIs.
• Creation of center of excellence. Creation of transactional Center for 300+ people.
• Time, scope and budget control. Business case follow-up.
• Geography: Russia, Belorussia, Kazakhstan, Ukraine. 8 legal entities. 800 people directly concerned (sizing, move…)

Achievement: Cost optimization 3M EUR; HC optimization 27%; office footprint optimization.

2) Enabling network optimization and toll manufacturing for business unit in Indonesia:

• 3 factories and Head office
• Reorganizing business units and legal entities to enable 3 mio of inventory optimization, CAPEX avoidance, FTE consolidation.

Here are a few examples:

1) Complex ERP implementation in a merged company (after M&A). The technical scope includes FI, CO, MM, SD as well as integration with legacy systems (1C, Axapta, TMS, WMS). The business scope includes the transformation of the trading unit (sales and distribution, warehouse and logistic activities). The project team included 80+ people.

• Complex ERP implementation across all company’s divisions after the merger.
• 21 factories, 69 warehouses. Locations: Russia, Ukraine, Belorussia.
• Technical scope includes SAP FI, CO, MM, SD, PP, APO as well as integration with legacy systems.
• Business scope includes the transformation of the trading unit (sales and distribution, warehouse and logistic activities) and the production unit.
• Management of up to 4 projects in parallel.
• Project team of 80+ people.

Duration: 4 years.

2) SAP ERP and MES implementation in Poland:

• Full scope SAP and MES implementation.
• 3 CBUs: 2 food factories, 2 sales units.

Duration: 1 year.

3) SAP ERP and MES implementation in Germany:

• Full scope SAP implementation (FI, CO, MM, SD), WMS, LIMS and MES in a medical nutrition factory.

Duration: 1.5 years.

4) Successfully implemented CRM (Customer Relationship Management), TPM (Trade Promotion Management), and SFA (Mobile Sales Force Automation) solutions for a diverse range of clients.

In my last role, I had the opportunity to lead the digital transformation of a greenfield food factory in the Netherlands.

• Created an Industry 4.0 vision for the site, focusing on connected workers, data intelligence, automated tasks and flows, robotic process automation, VR/AR, and more.
• Developed a 5-year digital roadmap.
• Established a digital team from scratch to execute the digital ambition.
• Worked extensively with plant leadership through communication and coaching to embrace the digital transformation mindset.
• Created a continuous improvement program and a digital academy to upskill the entire organization on digital solutions.
• Enhanced data accessibility, utilization, and awareness across the organization through the implementation of a data lake, self-service BI tools, and the promotion of data-driven practices.

Within first 2 years program delivered 4 millions in productivity, with a total pipeline of 7.5 million to be delivered within 5 years.

In my most recent assignment, I focused particularly on data analytics. Together with local and central teams, we were able to:

• Create a central cloud data lake (based on Snowflake)
• Implement industrial edge solutions (based on OPC UA, MQTT broker, Aveva Historian, InfluxDB)
• Use Power BI and Grafana for data visualization
• Build a community of Power BI key users in the organization, promoting a self-service BI mindset
• We delivered more than 50 different KPIs and reports

Alongside the Factory Director of Specialized Nutrition in the Netherlands, I created and led a productivity program with the aim of reducing controllable costs by 17 million EUR over two years. We focused on several essential elements:

• Implementing change management across the organization to cultivate a 'cost aversion' mindset. We created a compelling case for change and a sense of urgency for it.
• Running benchmarking and inspiration sessions to fill the pipeline with productivity ideas and projects.
• Implementing governance and follow-up procedures to ensure excellence in the execution of the productivity pipeline.
• Focusing on monitoring and tracking of key cost elements (energy, maintenance, FTE, logistics, losses, write-offs, quality costs) to ensure real impact on P&L.