Side-line role : Director Trustee Pon Pensions United Kingdom @ Pon
General Manager Marketing & Dealer Sales Development EMEA @ Mitsubishi Caterpillar Forklift Europe B.V. (MCFE)
High Performance Leadership HPL, Organizational Leadership @
IMD Business School
General Manager Dealer Network Development @ From October 2015 to Present (1 month) Almere Stad Area, NetherlandsDirector Trustee Pon Pensions United Kingdom @ Trustee director of the R. UK Pension Fund on behalf of Pon Holdings From March 2011 to Present (4 years 8 months) United KingdomDirector BPM | Commercial & Operational Excellence @ The BPM department
General Manager Dealer Network Development @ From October 2015 to Present (1 month) Almere Stad Area, NetherlandsDirector Trustee Pon Pensions United Kingdom @ Trustee director of the R. UK Pension Fund on behalf of Pon Holdings From March 2011 to Present (4 years 8 months) United KingdomDirector BPM | Commercial & Operational Excellence @ The BPM department is responsible for continuous improvement and harmonization of our basic (support) processes. To develop an agile and efficient sales and service driven organization which is easy to monitor and with focus on operational excellence. The enabler for creation of increased customer value in our eight transactional driven Caterpillar dealerships in The Netherlands and Scandinavia.
Business Process Management (BPM) strives to improve efficiency and strengthen our Caterpillar Dealerships (Equipment, Power, Marine & Off Shore) in Denmark, Norway, Sweden and The Netherlands, by standardizing processes, detecting and eliminate "waste" in combination with a uniform way of working.
As a trained Black Belt we started to prioritize the most relevant business issues by using lean and business case driven decision making, implementation of project management skills and tools, alignment of BPO network, harmonization of sales funnel process, establishment of Safety Council and roll out safety awareness campaign From April 2014 to October 2015 (1 year 7 months) Almere Stad Area, NetherlandsCommercial Director - Director Corporate Clients & Solutions @ Responsible for the development of the Corporate Sales department of Pon to enable the Pon sales organization to become more successful as business partner to the Top 100 Dutch Corporates. Building a vision and create buy in on the concept, support and allocation of resources.
Introduction of the United Sales of Pon (USP) cross sales program to improve cooperation between the 220 sales professionals, with the use of a web portal app and lead tracker.
Training of 220 Sales professionals on sales, negotiation skills, European tender management, compliance and communication, training on the job and deal support.
Develop new propositions and customer specific solutions in joint efforts between opco’s.
Reporting to the Steerco and SVP sponsors of the program; obtaining buy in of all stakeholders and assign individual targets; monitor and address when necessary
Define vision and goals for new CC&S department, build a strong team, definition of target segments and specify top 100 customers. Department contribution in 2013 and 2014 > 100 Mio From April 2011 to April 2014 (3 years 1 month) The NetherlandsManaging Director @ Rollo UK is a provider of energy solutions with a nationwide coverage through 6 branches in Bristol (HQ), Southampton, London, Grimsby, Leeds and Glasgow (59FTE). Rollo UK services and supplies all types of EPG, CHP, natural gas and bio gas utilities. Execution of the new strategy; strong focus on increased quality standards for the regulated industry (ISO 9001 / 14001 / 18001) preliminary and conditionally for development off shore marine and oil & gas market.
In these years Rollo UK managed to grow its marine and off shore business despite the economic climate. This was achieved due to a clear and strong focus on this high demanding business segment and the emphasis on sales tenders in these segments. Rollo UK acquired in 2009 the Scania and Volkswagen Marine dealership. This increased our multiband service capabilities.
Because of a strategic change of focus (consolidation, regroup to exclusive dealerships of A-brands), it was decided to divest Rollo UK. Due to the new strategy execution, Rollo was in a good shape, a buyer was quickly found.
Required skills & competencies: Inspire MT & employees for new mission and vision; certifying the company for off shore duties, change management, making choices and act consistently, accounting in line with IFRS and Pon requirements, MIS to a level that the facts & figures reduce the level of emotional discussions in order to discover and disclose waste in processes, learn from other organizations / people; introduction of common goals, targets measured by KPI’s based on values. From December 2008 to April 2011 (2 years 5 months) Manager Business Development Pon Equipment & Pon Power @ Strategic development 2015 for all operating companies, acquisitions and increase of synergies in sales and offering across international operating group companies
Implementation of Pon Strategy within all PEPP opco’s individually. Assessment of strategic challenges, conduct 3-5 year Business plans, definition of required CAPEX and OPEX, definition of uniform KPI’s and budget guidelines. From October 2007 to December 2008 (1 year 3 months) Managing Director International @ Working at Amstel Lease was a great pleasure. The aim was to grow the international lease portfolio through the network of ABN AMRO Bank. Unfortunately the merger between Fortis and ABN AMRO and later on the sales of the foreign network to RBS made the initial plan void. This was the basis for my move after a short period of time to Pon. From April 2006 to October 2007 (1 year 7 months) General Manager Fortis Lease Germany / Vorstandsvorsitzender @ Management of young and strongly growing organization with the focus on sales of structured finance solutions to international key accounts, accounting, recruitment and compliance
Fortis Lease Deutschland A.G. is part of the Fortis Lease Group. In Germany, Fortis Lease has regional branches in the business centers of Fortis Bank in Munich, Stuttgart, Hamburg and their headquarters in Dusseldorf. Share Capital: €50 Mln; Local credit competence of € 2,5 Mln New business volume 2003 € 28 Mln, 2004 € 75 Mln en 2005 €150 Mln; 23 FTE ;
Required skills & competencies : Leadership, building an organization based on values and empowerment / continuous improvement and change management / improve people / detailed knowledge of all processes - ICT / IFRS & German GAAP Accounting / steering and control over requirements for external certification bodies (banking license) / Inspiring others From January 2002 to April 2006 (4 years 4 months) Dusseldorf GermanyManager Sales Support Fortis Lease @ Restructuring back office to become more client focused and sales driven. Increased level of operational excellence by clear guidelines, education, clear target settings and active on staff improvement From November 1999 to December 2002 (3 years 2 months)
Gmp, General Management Program GMP @ CEDEP - Executive Development – Fontainebleau From 2014 to 2014 High Performance Leadership HPL, Organizational Leadership @ IMD Lausanne From 2012 to 2012 Award in Pension Trusteeship (DC & DB Schemes), Pensions & Social Security United Kingdom @ Pensions Management Institute PMI London From 2012 to 2012 Black Belt, 6 Sigma Methodology : Black Belt @ Geneva Caterpillar University From 2008 to 2008 Master of Science (MSc), Banking & Finance @ Fortis University Blanmont Belgium From 2002 to 2005 Bachelor of Commerce (B.Com.), Business/Managerial Economics @ University of Applied Sciences Leeuwarden (NHL) From 1992 to 1996 Hans-Willem Eppinga is skilled in: Business Strategy, New Business Development, Sales Management, International Sales, Management, German, UK Employment Law, Mergers, Acquisition Integration, IPO, Sales Operations, Sales Process, Marketing Strategy, Lean Thinking, Six sigma, Pension Funds, Strategy, Mergers & Acquisitions, International Business, Sales, Business Development, Change Management