Johan E. - CFO Board Member

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Sprang-Capelle, Netherlands

Experience

Jan 2018 - Dec 2020

3 years

Netherlands

CFO Board Member

Mayday

International NGO.
Project control, financial and business control.
Company and project budgeting, realignment of third-party costs, financial administration and year-end reporting, head of 15 staff members, implementation of ERP tooling, introduction of accounting manual and HR remuneration methodology.
MT Member, change management.
First point of contact for external parties: bank, auditors, tax offices in Turkey and the Netherlands.
Implementation of ERP system.
Creation of finance department based on project/business control and finance control.
People management of 14 different cultures.
Financial auditing, budgeting forecasting.
Realization of Planning and Control cycle.
Monthly reporting internal financial education program.
Risk management.
Driver of change.
KPI implementation.

Jan 2017 - Dec 2018

2 years

Controller

Payplaza

Fintech, PAAS, SAAS.
Designing and implementation of budgeting and reporting function including the introduction of a project administration and the implementation of CRM tool, Zendesk.
Optimization of monthly closing.
Introduction of monthly reporting.
Auditing for Series B investment.

Jan 2016 - Dec 2017

2 years

Netherlands

Controller

Dutch Ministry of Foreign Affairs

Financial and business control.
Yearly budgeting and financial administration of Directorate DCV.
Optimization of international payments in the embassy network by implementing a payment cloud platform.
Implementation of centralized international payment services for all embassies worldwide.
Member of management team.
Budgeting and forecasting.
Process optimization.

Jan 2010 - Dec 2012

3 years

Business Unit Manager and Compliance Manager

BNR

Auditing, tax and consultancy.
Restructuring project management and business control by re-implementing ERP tools based on newly defined financial administrative processes.
Management of 20 staff members.
Reorganization of the SME department and re-implementation of Unit4.
Compliance officer.
HR management.
Major client collaboration with tax department for consultancy.
Reduction of 20% of staff with same output.

Jan 2007 - Dec 2010

4 years

Amsterdam, Netherlands

Corporate Group Controller

TBI

Installation, construction, and production.
Responsible for installation and production companies, manager of 16 functional staff members in a matrix organization.
Introduction of cash-based project management and control.
Crisis management and restructuring ATH Amsterdam.
(Re)implementation of Acto project management.
Functional management of eleven controllers of the daughter companies in the Industry and Installation branch of TBI Holdings and coaching directors in strategy and finance.
Secretary of the supervisory board.

Jan 2001 - Dec 2007

7 years

Managing Director

Eleveld Meubelen

Series/Mass production of furniture.
Based on a unique concept, the German-speaking part of the EU became part of the client base of EM.
The company eventually had EUR eight million turnover with 30 staff members.
Consolidation of international sales network.
Strategy formulation.
Operational management.
Marketing.
Sales.
Contact with accountants and banks.
Financing.
Information memorandum.

Jan 1997 - Dec 2000

4 years

Business and Project Controller

Meyn

Poultry processing equipment builder, PE-owned.
Restructuring the finance department by creating project control and cash management department.
Implementation of Baan as head of the steering committee.
Direct management of four people: project control, budgeting, planning and control, and business control.
Turnaround of internal control of production, R&D, project management and sales.
Baan 4 implementation MIS, including weekly reporting.
Reduced monthly reporting time from one month to 5 days after balance closure.

Jan 1995 - Dec 1997

3 years

Business and Cost Controller

Nedlloyd Road Cargo

Logistic forwarding.
Restructuring to reduce losses including the divestment of the workplace and two business units to external parties.
Responsible for selecting potential buyers and initiating sales negotiations.
Outsourcing and financing workplace (40 FTE).
Sale of Fransen Transport (60 FTE), including buyer selection and negotiations.
Cost reductions of 10 million Guilder a year.

Netherlands

Group CFO

Broccoli Holding LLC

Start-up software, project development, digital marketing, IT staffing, blockchain.
Project services available in The Netherlands, Georgia, and Turkey, 50 people large.
Build and buy strategy, consolidation, and implementation of financial, operational, and international tax structure including transfer pricing structure.
Merger of Dutch, Georgian and Turkish entities.
Shared Service Centre in Georgia based on Exact.
ERP implementation (Exact online module projects).
Project administration from registration to automated invoice.
Consolidated balance sheet.
Weekly and monthly reporting.
ISO 27001 and ISO 9001.
Process optimization.
Project control.
Business control and financial control.
Treasury.
Risk management and HR.

Nigeria

Managing Director/Owner

Delta Alternative Energy nig LLC

Solar project development.
Developing an independent sustainable energy project combining solar, diesel, and electricity storage in Nigeria.
Series A and B debt and equity financing.
Financial modelling.
Information memorandum.
Power Purchase Agreement.
EPC contract.
MOU Imo State Nigeria.

Netherlands

CFO

Rainmaker Holland BV

Project organization in the development of turnkey decentralized water production.
Restructuring the legal and financial structure to prepare for Series B equity round.