We design an alliance to work together successfully. Through a dedicated coaching app on any platform, you will be offered extra exercises and articles for deeper and more extended development. Our face-to-face sessions will also be enriched through exercise outcomes. When possible, I prefer to coach outside through taking a walk together, or be at an inspiring place.
Learning has become the heart of everything I do. Being educated as a technical teacher (electro engineering and computer science), I have been a trainer, training developer, training manager and global learning & development director (TNT). Examples of challenges, I am happy to take on, include positioning of the L&D department, learning strategy of an organization, operational learning and keeping the business running, train the trainer, etc. Other experiences include the set-up of a corporate academy, developing and implementing an operations supervisor training program, implemented in >25 countries, as well as a blended approach for making pick-up & delivery drivers the ambassadors of the company in more than 30 countries on 5 continents. They also became great sales lead generators. One of the key drivers of operational learning is the design of feedback processes in the day to day setting, as this facilitates continuous learning and improvement without direct involvement of any learning department or other resources.
Change and transformation are usually complex, create volatility, uncertainty and ambiguity. The change approach taken therefore needs to be adjusted regularly, as unexpected responses and situations will come up, it;’s unavoidable. Besides a rich change management toolbox to manage this, the extensive and deep experience of many small and (XL) large projects and change programs, will help you and your organization to develop a solid change architecture, plan and execution for large system implementations, organizational changes, post-merger & acquisition programs and many more. Projects will always include the guidance and coaching of your local talents, ensuring they become independent of these services sooner than later. Obviously training, coaching, mentoring and other services can be combined whenever needed and relevant.
Are leaders born or developed? Does it matter? Learning and improving is always possible and effective leadership starts with knowing yourself. Having navigated a few perfect storms myself as a manager and executive, and being a senior leadership developer and facilitator, I am able to combine theory and practice when it comes to developing leadership. I have designed and implemented various leadership programs in larger international companies. I bring experience and knowledge that accelerates leadership development in your organization. Building leadership development journeys, applying blended learning to the max, and also keeping both content and learning approaches as practical as possible, has proven effective and successful. Ask me about some of the journeys I designed before and how this experience can help your organisation to growth leadership capabilities, enabling retaining critical staff and obtaining performance results fast, just because leadership growth is in place, whilst alignment, critical for accelerating results, has been accomplished.
Building and growing teams takes time and effort, and especially “team intelligence”. It sometimes takes an external person to ensure all team members are willing to help build a top performing team. It requires an effective process, personal reflections, individual guidance and feedback, building trust and some good and constructive conflicts. I have been a team manager myself for the last 30 years and a team facilitator/coach for the last 20 years. I bring together my abilities and experiences to help teams grow, help team members develop and to ensure team performance exceeds expectations. Next to the toolboxes I have gathered for training, coaching, leadership development and managing, I also have developed a dedicated toolbox to facilitate the growth of teams.
Organizational Change Management of bringing 5 logistics facilities into one new state of the art logistics center, creating one organization. The set-up of a team of change managers for ASML's 7 factories worldwide, facilitating change management for the business critical programs, including transformation, learning, communication, as well as the integration of new acquisitions. Portfolio management of the factories breakthrough programs, as well as structural improvement programs, supporting the 30-40% annual growth of the organization and delivery of the output demand to customers.
Together with our daughter company Leadership 360 B.V. we developed and execute a blended leadership development program for the Global IT Management Team of Brunel. Since 2018 we facilitate off-site team sessions, coach senior managers and coach teams in their natural habitat. In 2022 Brunel decided to expand the program based on results in the past, as well as our flexibility in delivering the program during COVID-19, whilst still adding a lot of value working mainly remotely.
Since 2012 I am delivering guest lectures in the International Executive MBA programme of TIAS (and a few other MSc programmes), the business school of the Tilburg and Eindhoven University. Guest lectures take 2-3 hours and subjects are: Customer Experience in Operations, Global Learning & Development Management, Change Management in Practice, Operations Excellence and Management with Integrity.
The GO Academy was established in 2008 and has been running for 9 years in TNT. The main objective was to "change the DNA of Operations Leaders" around the globe and be instrumental in the Global Optimisation (GO) programme, through transferring critical knowledge and leadership competencies to all 65 TNT countries. The GO Academy was mentioned as the differentiator for Winning the Franz Edelman Award in 2012. Business projects were part of the examination process and delivered over €100M benefits to TNT, next to many other business benefits, e.g. customer and employee engagement, service improvements.
The Driver Excellence Programme delivered customer experience capabilities to the operations front line employees of TNT. The programme, implemented in 29 countries on 5 continents, facilitated the Pick-Up and Delivery Drivers (both employed and third parties) to be the ambassadors of the company through training and coaching them on-the-job, creating a >10% customer satisfaction increase within 6 months. The programme has been running for >10 years.
A worldwide training programme was developed to ensure all operations supervisors received fundamental training in people management, process management, change management, Lean fundamentals, communication and team management. The implementation was established through a 5 day train-the-trainer programme in which trainer skills were assessed and developed, materials were translated and implementation approach and monitoring agreed. Implemented in more than 30 countries on 5 continents.
Oversee the impact of the Y2K bug impact for TNT's fixed air, commercial air and road networks on 4 continents, involving ~>200 airports, 35 road hubs and TNT's European air hub (Liege). Development and testing of manual procedures, set-up of several war rooms, and running the program from Dec-1999 until 31-Mar 2000. The contingency plans were tested to its full extend when TNT was suffering a cyber attack in 2017 (Notpetya ransomware) which stopped TNT's operational and office systems in 67 countries within 1 hour. Business continued after 24 hours through manual procedures partly developed as part of the Y2K project.
Development of a simulation model of TNT's European Road Network, creation of a big data set and running of various scenario's to predict the service, cost, growth over the next 20 years. This resulted in a €200M investment program over 3 years to build new or upgrade existing road hubs in Europe, bringing the overall running costs down with 8% (44M), improving service levels to 98.5% on-time performance and increasing transported volume to 55MT/yr, whilst improving next-day and 2-day service coverage in Europe with 18%.