Projects & Results

Interim Business Control Manager, Commercial | PLUS Retail 2026

PLUS is a leading Dutch supermarket chain with around 450 stores.


Responsible for business control within Commercial and member of the commercial management team. Business partner to commercial leadership, focusing on performance, decision-making and management information. Strengthened commercial management, forecasting and collaboration between Finance and the business, and led the business control team.

Interim Financial Director | HomeFashion Group 2024–2026

HomeFashion Group is the company behind Leen Bakker and Kwantum.


As Interim Financial Director, responsible for Finance, Control, and strategic financial management during a period of transformation. Strengthened management reporting, governance, and performance management, and served as business partner to the board, shareholders, and organization. Led the finance function and supported decision-making on profitability, cash, organizational development, and sustainable value creation.

Interim Manager, Business Control, Store Operations | PLUS Retail 2023–2024

PLUS is a leading Dutch supermarket group with approximately 550 stores.


As Interim Manager, Business Control, Store Operations, responsible for the entire finance function within the management team. Business partner to the Store Operations Director and manager of four business controllers. Redesigned financial management to support growth from 12 to approximately 110 company-owned stores, improved budgeting and forecasting, and developed processes and the team following the merger of PLUS and COOP.

Interim Team Lead Business Control, Logistics | bol. 2022

bol. is the largest online retailer in the Netherlands and Belgium.


As Interim Team Lead Business Control, Logistics, responsible for financial management within the logistics management teams and manager of four business controllers. Redesigned the forecasting and budgeting process, rebuilt the savings control function and embedded the new role within Finance and Logistics. Business partner to the directors of Logistics Operations and Innovation.

Chief Financial Officer | DA / D.I.O. 2017–2018

Appointed CFO of the combined DA / D.I.O. organisation following Mosadex's acquisition of FACO / D.I.O. Led post-merger integration, bringing together two head offices, logistics operations and finance functions into one organisation. Held overall responsibility for Finance, HR and IT and partnered with the CEO and board during a major organisational transformation. Redesigned finance processes and governance for the integrated business.

Chief Financial Officer | FACO / D.I.O. 2013–2017

Brought in to strengthen financial leadership, improve performance and prepare the organisation for its next strategic phase. Turned FACO / D.I.O. from loss-making to profitable through stronger business control, financial discipline and operational focus. Led preparations for and the sale to Mosadex, including due diligence, valuation and negotiations, delivering significantly greater shareholder value than initially expected. Board member with overall responsibility for Finance, HR and IT; business partner to the CEO, shareholders, banks and advisors.

Finance Director | Miss Etam 2009–2013

Ultimately financially responsible for Miss Etam and business partner to the Managing Director, Sales Director, and CFO of the Etam Group. Responsible for business, commercial, and operational control, budgeting, investments, and the control organization. Realized structural cost savings, including an 8% reduction in labor costs, professionalized investment and performance processes, and led the implementation of SAP FiCo. Member of the Management Team and sparring partner for Supply Chain, HR, IT, banks, and auditors.

Senior Controller, Operations | V&D 2007–2009

Responsible for business and financial control across 63 department stores and a member of the Operations Management Team. Introduced Strategic Resource Management as a management model and supported strategic decisions on product range, store productivity, and margin per m². As a steering committee member, contributed to V&D’s turnaround, achieved a 5% reduction in labor costs, and professionalized budgeting, investment, and performance processes. Business partner to the Operations Director, regional managers, IT, and Logistics.

Senior Controller / Interim Manager | Finace 2001–2007

Through Finace, I completed several interim and consulting assignments at large, complex organizations between 2001 and 2007. The focus was on finance transformation, project and program management, shared services, process improvement, and developing teams and governance.

Interim Manager, Parents & Holdings | Unilever 2007

Led and developed a team of seven experienced accountants. Responsible for accounting, consolidation, and external reporting for two parent companies and approximately 120 holdings under IFRS, UK GAAP, and Dutch GAAP. Trusted advisor to Treasury, Legal, Control, and internal and external auditors, and responsible for reporting to CBS and DNB.

Interim Senior Global Program Controller | Shell Downstream IT 2005–2006

  • Responsible for global financial management of IT programmes and projects within Shell Downstream B2B IT. Established consistent governance, processes and reporting, and built a global finance approach for IT projects. Business partner to senior management, programme managers and project leads, and leader of international virtual finance teams.

Interim Group Manager, Credit Management | Achmea Accounting House 2004–2005

Led several credit management teams of 15 to 20 employees during the transition from Achmea Healthcare to Achmea Accounting House. Reduced a six-month production backlog to daily processing, harmonized processes across locations, and restored energy, collaboration, and ownership within the teams.

Senior Consultant | Stater ICT 2003

Implemented project control within a Prince2-driven IT organisation. Developed procedures, work instructions and reporting tools to manage projects holistically in terms of progress, finances and risks.

Interim Program Controller | UWV 2003

Held overall responsibility for project control for the UWV & Tax Administration Collaboration program and managed three project controllers and two project administrators. Developed the control framework, budgets, forecasts, and risk analyses, eliminated duplicate budgeting, and introduced new control structures for both organizations. Trusted advisor and trainer to program and project management.

Interim Controller | Royal Dutch Shell 2002

Led the outsourcing of cash management to Shell Group Treasury in London and accounts payable to Glasgow. Developed and implemented the internal control framework for Royal Dutch, managed US GAAP reporting and led a team of four accountants. Delivered efficiency improvements and a sustainable reduction in FTEs, and acted as a sounding board for banks and auditors.

Senior Consultant | EuroShell Cards 2001–2002

Developed and implemented the Accounting Manual, Manual of Authorities, Business Control Framework and Corporate Governance Guidelines, establishing a consistent foundation for financial control and decision-making.

Controller | Etos 1997–2000

Responsible for operational control across 180 company-owned stores and 240 franchise stores, including budgeting, forecasting, investments, overheads and logistics. Led and developed the control team, served as deputy CFO and supported store coaches and management with improved financial management. Accelerated sales reporting from three days to one, introduced store P&Ls, rolling forecasts and category-based margin management, and supported acquisitions, including Boots stores.

Financial Controller | IIR 1995–1997

Responsible for Finance and Back Office at IIR Amsterdam, reporting to the General Manager and CFO of IIR Group under US GAAP. Led administration, customer service, and IT, served as Deputy General Manager for the 40-employee organization, and developed financial controllers for IIR Europe. Introduced more efficient administrative processes and a Balanced Business Scorecard.

Assistant Manager, Management Information | Van den Bergh Nederland 1992–1995

Responsible for management reporting, day-to-day control and the budgeting process at Van den Bergh Nederland. Project lead representing end users during the implementation of SAP R/3 FI/CO and manager of project accounting. Contributed to a successful implementation and shortened the monthly reporting process from two weeks to three days.