cv_willem frens_eu

Curriculum Vitae Willem Jacob Frens

16/3/16 https://nl.linkedin.com/in/wfrens / 10

PERSONAL INFORMATION Willem Jacob Frens

Lange Poten 29, 2511 CM The Hague (Netherlands)

(+31) 648353263

[email protected]

www.ba2c.com

Skype wfrens

Sex Male | Date of birth 19/04/1966 | Nationality Dutch

WORK EXPERIENCE

POSITION

01/06/2003–Present OWNER & PROJECT (DEVELOPMENT) MANAGER

BA2C EUROPE / LATIN AMERICA, The Hague (Netherlands)

Details of assignments marked with 1 are shown below this general BA2C description

Europe

2016: Confidential (Netherlands/Mexico): Review value proposition and business plan with the

purpose to attract investors for clients’ new clean energy technology and initiate projects World-wide;

2016: Confidential (Netherlands): Assistance to initiate opportunities in Latin America for a new

biomass to energy concept that (in comparison with other projects) also preserves the valuable minerals which can be re-used;

2015-20161: Public private partnership Chemelot Campus (Netherlands): DSM, SABIC, Province

Limburg: Defining operational plan, assess commercial options and align stakeholders Bio-based Pilot Plant;

2013-20141: Maire Tecnimont (Italy)/Stamicarbon (Netherlands): Project Development Manager

ammonia/urea & petrochemical plants (up to 2 billion euro) in Latin America and sub-Saharan Africa;

2013-20141: KBR (USA)/Stamicarbon (Netherlands)/Maire Tecnimont (Italy): Managing project to

integrate design ammonia and urea plant to reduce total EPC cost of and to develop a standardized ammonia/urea plant;

2012-20131: Province Gelderland (Netherlands): Managing project to implement flexible

telecommunications;

20061: TNT Express (Netherlands): Aligning European operations;

20051: ISIT The Storage Company (Netherlands): Managing data-storage projects for NATO, TNO,

Hospitals and others;

2003-20041: ACN Mobile (Scandinavia & Netherlands): Managing project to reorganizing & divest

European mobile telecom activities in Norway and Finland.

Latin America

2016: Minas (Granito) Aguas de Fatina (Bolivia): Assisting owners to prepare feasibility study to

develop granite mine and with the process to sell the mine to third parties;

2016: Confidential (Costa Rica/Netherlands): Assistance to commercialize a biomass waste

technology;

2014-20161: Confidential (Guatemala): Support to develop new ammonia/urea plants and a new sales

strategy;

2015-20161: Ministerio de Industrias y Productividad / PetroEcuador (Ecuador): Support to develop

new ammonia/urea plant;

2015-20161: Confidential (Guatemala): Development power plants in Central America;

http://www.ba2c.com/



2014-2016: PEMEX, Agrogen, Soluciones Químicas, Fertinal (Mexico): Strategy consultancy to

support these companies for the situation after the Mexican Energy Reform;

2014-2016: Confidential (Mexico): Managing organizational development assignments Mexican

fertilizer companies;

2014-2016: Confidential (Mexico): Managing project development activities ammonia/urea plants in

Mexico;

2006-20151: Comape (Guatemala): Managing organizational development assignment to change

Comape's organization to be ready for new (economic) circumstances in Latin America;

2014-20151: NEM Energy (Netherlands) & Grupo Carso (Mexico): Create/set-up licensor/licensee

partnership agreement to manufacture cogeneration plant equipment for the American market (North, Central & South America);

2011-20131: Colombian Coffee Growers Federation: Financial structuring to expand Juan Valdez

coffee chain in European Union;

2008-20091: Invest in Guatemala: Preparing feasibility studies regarding improving Guatemalan dairy

sector and mega-refinery;

20081: Centrarse - part of Anacafe (Guatemala): Preparing organizational development scan based

on EFQM approach;

2007-20091: Tropical plant producers (Central America & Netherlands): Structuring finance/set-up

partnerships between Dutch & Central American companies;

2007-20081: Cerveceria Centro Americana (Guatemala): Feasibility study to investigate impact of a

merger with international brewery;

2006-20071: Leaf International (Guatemala & Netherlands): Introduction new product in Guatemala;

2006-2010: Several small feasibility studies/business, strategy/organizational development projects

Clients Lácteos Normandia (Guatemala), Banks (Guatemala/Colombia), Pfizer (Guatemala), Henkel (Guatemala), Bayer (Guatemala), HAK (Netherlands), Harbor/Airports (Netherlands) .

1 More information shown below

01/05/2015–Present BUSINESS DEVELOPMENT MANAGER

PROJECT BA2C: BRIGHTLANDS CHEMELOT CAMPUS, Geleen (Netherlands)

BRIGHTLANDS/CHEMELOT CAMPUS (a Public-Private Partnership between Province Limburg, Maastricht, DSM, Sabic, TU Eindhoven and University Maastricht) is developing a centre of excellence for bio-based medical & building block materials. My role is to develop, assess and implement an operational model for a bio-based pilot plant where companies and universities can test/upscale their processes/equipment to produce bio-based building blocks.

01/04/2015–Present CONSULTANT STRATEGY

PROJECT BA2C: PETROECUADOR / MINISTERIO DE INDUSTRIAS Y PRODUCTIVIDAD, Quito

The Ministry of Industries & Productivity and PetroEcuador are responsible for developing the countries oil & gas reserves in the best possible way. They asked me to define the best option what to do with their natural gas. I support them to:

▪ Define options what to do with the natural gas (power, ammonia, methanol, urea, LNG);

▪ Assess the various options (in different scenarios) using "real-options" modelling;

▪ Prepare a feasibility study and selecting the best (international) partners for the project.

01/03/2015–Present CONSULTANT STRATEGY

PROJECT BA2C: CONFIDENTIAL (Guatemala)

Client is developing and operating power plants in Latin America. My role is to advise client regarding future developments in the natural gas sector and the development of new power plants in Guatemala, Mexico and Panama.



01/03/2014–Present BUSINESS & PROJECT DEVELOPMENT MANAGER

PROJECT BA2C: CONFIDENTIAL, Latin America

Client is a trader of agricultural products in Latin America. One of their strategic options is to start producing ammonia & urea. My role is to prepare a feasibility study and predict the profitability of an ammonia/urea plant in different scenarios. Next step of my support to client is to organize all stakeholders like governments, investors, legislators, industry partners, secure gas contracts, technologies, EPC contractors and operating partners and to organize equity & debt finance.

01/02/2014–31/10/2015 BUSINESS & PROJECT DEVELOPMENT MANAGER

PROJECT BA2C: NEM ENERGY (Netherlands) / GRUPO CARSO (Mexico), Leiden (Netherlands)

NEM Energy (a Siemens company) is a licensor for Heat Recovery Steam Generators (the main part of a co-generation plant). To become successful in Mexico NEM Energy needs a Mexican partner. I introduced NEM to Grupo Carso (a company of Carlos Slim) and arranged the negotiations that should lead to a partnership to manufacture equipment in Mexico.

01/05/2013–28/02/2014 PROJECT DEVELOPMENT MANAGER

PROJECT BA2C: MAIRE TECNIMONT GROUP (Italy) / STAMICARBON (Netherlands), Milan (Italy)

Maire Tecnimont/Stamicarbon is a large EPC Contractor which owns urea technology (the technology is used in about 50% of all fertilizer plants World-wide). Main business of the company is to engineer, procure and construct refineries, petrochemical and power plants World-wide.

I was contracted to find, initiate and develop opportunities for Maire Tecnimont's global oil, gas, petrochemical & fertilizer activities in Latin America and sub-Saharan Africa. I developed projects, setting-up alliances with other companies, organizations and institutes like governments, investors, legislators, industry, financing partners and so on. I developed ideas for new industrial plants, prepared feasibility studies, secured natural gas contracts, technologies, contracted engineering partners, established marketing rights and secured debt & equity finance. With Maire Tecnimont I was involved in industrial plants with a value up to €2 billion.

Besides developing petrochemical/fertilizer plants I was also responsible for the joint project with KBR (USA), Sandvik (Sweden) and SBN-Cristof Group (Austria) to integrate the design of an ammonia plant with a urea plant design into a standardized plant concept and to speed up the critical equipment manufacturing process.

01/05/2012–31/01/2013 PROGRAMME MANAGER

PROJECT BA2C: PROVINCE GELDERLAND, Arnhem (Netherlands)

The Province of Gelderland (Netherlands) wants to introduce flexible working to:

▪ Improve employee satisfaction;

▪ Improve professionalism of employees and province;

▪ Improve (telephone) accessibility;

▪ Facilitate optimal functioning of employees without constraints of time and location;

▪ Reduce costs.

I dealt with:

▪ Managing projects to introduce flexible working;

▪ Introduce modern telecommunications (project "from Fixed to Mobile Telephony";

▪ Manage cultural/organizational change;

▪ Develop new policy to provide ICT hardware to employees.

Main stakeholders: Employees, Department Manager and Board of Directors Province of Gelderland, Program "Tópbedrijf", Program "Het Gelders Huis", Vodafone, KPN. Next phase: renovation buildings and work with employees/management to introduce a flexible office environment.



01/04/2011–31/05/2013 MANAGEMENT CONSULTANT

PROJECT BA2C: COLOMBIAN COFFEE PRODUCERS FEDERATION, Amsterdam (Netherlands)

The Colombian Coffee Producers Federation wanted to expand its coffee chain Juan Valdez Café towards the EU. To finance this project they were looking for debt finance. I assisted them to get in contact with potential Netherlands partners (FMO, Rabobank, ASN bank, Rabobank and others). Next to that I developed a framework the Colombian Coffee Producers used to prepare a feasibility study.

01/01/2008–31/03/2009 CONSULTANT STRATEGY / BUSINESS DEVELOPMENT

PROJECT BA2C: COOPROLECHE / INVEST IN GUATEMALA / NL DAIRY CONSULTANTS, Ciudad de Guatemala

Cooproleche, one of Guatemala's largest milk producers' cooperations, together with the Guatemalan Government/Invest in Guatemala/Netherlands Embassy asked me to develop a feasibility study to improve the dairy sector in Guatemala. Together with Dutch dairy consultants I prepared a feasibility study to improve cattle genetics, cattle food & cattle management, milk production and storage, logistics, dairy production (for instance yogurt & cheese), distribution & marketing campaigns. Further I identified partners to participate in the modernization of the Guatemalan dairy sector.

01/01/2008–31/03/2009 CONSULTANT FEASIBILITY STUDIES

PROJECT BA2C: PUERTO QUETZAL / INVEST IN GUATEMALA, Ciudad de Guatemala

In 2008 Guatemala wanted a mega-refinery to be constructed in Guatemala's largest seaport Puerto Quetzal. I assisted Invest in Guatemala to assess the feasibility of the refinery and to provide training on how to prepare professional feasibility studies.

01/03/2008–31/07/2008 CONSULTANT ORGANIZATIONAL DEBVELOPMENT / PROGRAMME MANAGER

PROJECT BA2C: TNT EXPRESS, Hoofddorp (Netherlands)

TNT Express acquired European, Brazilian and Chinese logistic and parcel delivery companies. Each of them had their own operation/commercial model. TNT Express management wanted to align these operational and commercial models into one TNT Express model. My role was to develop the program with projects and activities to integrate TNT Express operations.


PROJECT BA2C: ANACAFE - CENTRARSE, Ciudad de Guatemala (Guatemala)

Centrarse (part of the National Coffee Association Anacafe) developed an organizational development scan for coffee farmers, coffee processing companies and small & medium sized companies in Guatemala. I worked with Centrarse to improve their organizational development scan based on my experience with EFQM and INK.

01/04/2007–31/03/2008 CONSULTANT FEASIBILITY STUDIES

PROJECT BA2C: CERVECERIA CENTRO AMERICANA, Ciudad de Guatemala (Guatemala)

The beer market is consolidating. Cerveceria Centro Americana contracted me to support their management team to investigate the possibilities/impact of a merger with an international partner like Heineken, SAB Miller or AB InBev. Next to that I coached executives of the company on CSR issues.

01/02/2007–30/06/2009 BUSINESS DEVELOPMENT MANAGER

PROJECT BA2C: TROPICAL PLANT PRODUCERS, Ciudad de Guatemala (Guatemala)

To produce tropical plants at low cost/high quality, Dutch tropical plant producers started joint ventures with Central American tropical plant producers. I assisted these tropical plant producers to prepare feasibility studies and to set-up partnerships. Next to that I dealt with attracting finance/grants from RVO and (commercial) finance institutes.



01/04/2006–31/01/2007 BUSINESS DEVELOPMENT MANAGER

PROJECT BA2C: LEAF INTERNATIONAL, Ciudad de Guatemala (Guatemala)

Leaf International (a confectionary company) wanted to introduce a new kind of sweets (based on milk) into Central American markets in Guatemala. My role was to arrange cooperation with Comape (a distributor of dairy and other food products in Central America and Colombia) and companies like Walmart. The sweets were introduced but the product was not a success.

01/02/2006–Present CONSULTANT ORGANIZATIONAL DEVELOPMENT

PROJECT BA2C: COMAPE, Ciudad de Guatemala (Guatemala)

Roberto Vergoossen (owner of COMAPE / Honorary Consult of The Netherlands) asked me to support him with creating a sourcing strategy to reduce the dollar/euro exchange rate risk and to set-up an organizational development program for Comape (a distributor or food products in Central America). Together we developed a strategy and assessed the company using the EFQM approach. Afterwards I assisted Comape to implement organizational development projects. Up to this moment I support Comape on a regular basis to attract new business and to improve their organization.

01/01/2005–30/11/2005 PROJECT & PROGRAMME MANAGER

PROJECT BA2C: ISIT THE STORAGE COMPANY, Naarden (Netherlands)

ISIT, an enabler of data storage, works with most data storage hardware/software suppliers, to set-up and implement the optimum data storage infrastructure for their clients. My role was to support the COO to improve project management and to lead major projects with companies like Stork Aviation (the former Fokker organization), NATO and hospitals. I introduced a project management approach, provided project management training and managed projects. Next to that I dealt with improving internal company relations between the commercial and technical departments.

01/11/2003–31/10/2004 PROGRAMME MANAGER

PROJECT BA2C: ACN TELECOMMUNICATIONS, Amsterdam (Netherlands)

ACN Telecom launched a new mobile telephony concept in Finland and Norway. The telephony was going to be enabled through a partner in Denmark with customer services in Estonia and the process was managed out of the Netherlands. ACN Telecom thought the product was going to be introduced slowly and that organizational problems could be dealt with during the introduction. However, due to the high sales of the mobile telephone product, ACN Telecom wasn't able to connect the new subscriptions as promised to clients. Further, relations with Government institutes (like regulators), other telephone carriers (number porting) and consumer agencies deteriorated. I was contracted to solve the technical & organizational issues and to fix the relations with the international partners and parties. After getting the operations and organization(s) on track I was contracted to sell the Scandinavian mobile telecom operations to a third party (TeliaSonera).

01/02/2012–31/05/2013 TRAINER / COACH

BID NETWORK, Rotterdam (Netherlands)

▪ Vrije Universiteit Amsterdam: Guiding three MBA students that coached an Ugandan company that

produced non-plastic bags that wanted to export these bags to Italy, UK and USA (2013);

▪ Erasmus University Rotterdam: Guiding three MBA students (Bulgarian, Italian and Austrian) to coach young women Tanzanian entrepreneurs to develop their honey business (2012).

01/11/2009–31/01/2011 HEAD OF PROJECT & PROGRAMME MANAGEMENT

POLICE FORCE KENNEMERLAND, Haarlem (Netherlands)

▪ Starting-up and managing project management office (based on PRINCE2);

▪ Coaching / training (project management) project managers & executives (top-management);

▪ Managing implementation of Police Data Act (WPG) including the organizational change required;



▪ Managing EDP audit program WPG and start-up internal audit department;

▪ Managing program Public/Police Participation and various (telecommunications) projects.

01/09/2008–31/08/2009 HEAD OF BUSINESS PROCESS IMPOVEMENT - PROJECT MANAGEMENT

VATTENFALL, Amsterdam (Netherlands)

▪ Managing department Business Process Improvement / Project Management;

▪ Improving project management approach(based on PRINCE2 & IPMA);

▪ Training & coaching 10 -20 Vattenfall Project Managers & project executives (Board of Director);

▪ Preparing feasibility studies (like electric cars), managing organizational development/cultural change projects;

▪ Integrating Nuon Business/Retail PM departments, transform Engineering Company Ebatech into independent company.


CAPGEMINI, Utrecht (Netherlands)

Details of assignments marked with 1 are shown below this general BA2C description

▪ NOB, KPN, DaimlerChrysler, Dutch municipalities and ministries etc.: Interim (crisis) management;

▪ Orange, Dragados/HBG etc.: Starting-up and managing project management offices and departments and start-ups;

▪ NOB, BCN, DaimlerChrysler,Telfort and Orange: Managing feasibility studies/organizational development assignments

▪ Ministry of Defense and HP etc.: Developing HR outsourcing projects.

01/11/2002–30/04/2003 CONSULTANT ORGANIZATIONAL DEVELOPMENT

PROJECT CAPGEMINI: DAIMLERCHRYSLER, Stuttgart (Germany)

DaimlerChrysler is a car-manufacturer. Capgemini was contracted to implement cost reduction measures that should result out of the merger between Daimler and Chrysler.

Daimler and Chrysler were different organizations with their own organizational culture. That is why Daimler and Chrysler managers were not able to work together in an efficient way. My role (in a Capgemini team) was to align top Daimler and Chrysler managers to overcome these cultural problems and to get cost reduction initiatives implemented World-wide.


PROJECT CAPGEMINI: DRAGADOS (Spain) – HBG (The Netherlands), Madrid (Spain)

Dragados from Spain acquired HBG from the Netherlands. Capgemini was contracted to facilitate the process to merge the two organizations.

In a team we started-up the project office. At the moment the project office was ready to operate, Dragados/HBG ended the merger negotiations (HBG merged with BAM). Our assignment ended.

01/11/2001–28/02/2002 CONSULTANT ORGANIZATIONAL DEVELOPMENT

PROJECT CAPGEMINI: NOB - BCN, Hilversum (Netherlands)

NOB is the Netherlands Public Broadcast Facilitating Company. BCN is the broadcast facilitating company of the RTL group. NOB and BCN wanted to merge to become more efficient and profitable.

Capgemini was contracted to evaluate the value of a potential merger between NOB and BCN. I was managing the preparation of the feasibility study which showed the benefits & dis-benefits of the merger. Because of the results presented in the feasibility study NOB and BCN decided not to join forces and to continue as separate companies.



01/09/2000–31/10/2001 HEAD OF PROJECT MANAGEMENT (BUSINESS CLIENTS)

PROJECT CAPGEMINI: DUTCHTONE (NOWADAYS ORANGE), The Hague (Netherlands)

Dutchtone was a new mobile telecom operator in The Netherlands. Capgemini Strategic Consultants was contracted to support Dutchtone to enter the business market. First contract was with the Netherlands Government (Ministries, Provinces, Municipalities, Police etcetera (OT2000).

After winning this contract Capgemini I became the consultant starting-up the project management, business helpdesk and account management organization as well as training Dutchtone employees. I also managed the implementation of mobile & fixed telephony with the Ministry of Justice, Ministry of the Interior and Kingdom Relations, AIVD, Province of Noord-Holland, Province of Limburg and KLPD.

01/03/2000–30/09/2000 PROJECT MANAGER

PROJECT CAPGEMINI: TELFORT, Amsterdam (Netherlands)

Telfort was a new mobile telecom provider in the Netherlands. When starting they introduced a telecom product that was not successful. Therefore the Telfort sales organization created a new commercial telecom product that (in 2000) could do anything possible in mobile telecommunications. The board of directors of Telfort wanted to introduce this product as soon as possible.

The technical departments indicated it wasn't technical possible to introduce the product as created by the sales department. This initiated an internal conflict. Capgemini was contracted to solve this issue and to introduce the new telecom product. I was the consultant assigned to this assignment.

01/07/1999–29/02/2000 INTERNATIONAL ACCOUNT MANAGER

HOLLAND RAILCONSULT (NOWADAYS MOVARES), Utrecht (Netherlands)

▪ Developing & managing projects funded by International Finance Institutes (EC, EBRD, WB, RVO);

▪ Structuring projects in Germany, UK, Spain Portugal, Brazil and Central and Eastern Europe.

01/03/1997–30/06/1999 DIRECTOR TEBODIN BULGARIA / PROJECT MANAGER / MANAGER INTERNATIONAL OPERATIONS

TEBODIN CONSULTANTS & ENGINEERS, The Hague (Netherlands)

1999: Managing roll-out Ben (nowadays T-Mobile) telecommunication network in the Netherlands;

1999: Project development, design & implementation of a yogurt plant for Campina in St. Petersburg

(Russian Fed)

1998-1999: Starting-up Tebodin Bulgaria (assist start-up Tebodin Azerbaijan, BiH & Czech Republic), business development, management daily activities, financial administration & project management:

▪ Managing EPCM project 100 new and 50 revamp petrol station for Shell I Bulgaria;

▪ Managing environmental consultancy assignments Union Minière (Copper melt plant);

▪ Managing revamp Danone yogurt plant in Bulgaria;

▪ Expert feasibility study for KPN Telecom that wanted to acquire OTC from Greece in Bulgaria;

▪ Managing district heating consultancy assignments Sofia, Bulgaria (funded by RVO and EU);

▪ Expert investment plan to modernize passenger terminal of Sofia Airport, Bulgaria (funding RVO);

▪ Expert investment plan/feasibility study to modernize Port of Varna, Bulgaria (funded by EU);

1997: Managing department International Operations Tebodin HQ (Central & Eastern Europe and Asia): business development, represent Tebodin with EC, World Bank & EBRD, partners and clients:

▪ Manager International Operations former Soviet-Union & Yugoslavia;

▪ Expert feasibility study/investment plan for Hotel Europa in Sarajevo (BiH) at end of Balkan war;

▪ Start-up cow farms & dairy processing plants in BiH, Croatia, Serbia, Russian Fed. & Ukraine;

▪ Backstopping EPCM cigarette plants Philip Morris in Poland and the Ukraine;

▪ Backstopping/expert WB project to rehabilitate Russian Fed. & Azerbaijan Oil & Natural Gas fields.



EDUCATION AND TRAINING

01/06/1993–31/01/1997 ANALYST

IPA & PAG ENGINEERING, MANAGEMENT & CONSULTANCY, Reston (VA) (United States)

▪ Shell, DSM, Unilever, Heineken, ICI, BP etc.: Evaluating project management process;

▪ Managing analyst team responsible for project management benchmark DSM;

▪ Internal Research “project management impact when introducing new technologies in petrochemical plants”.

01/01/1992–31/03/1993 PLATOON COMMANDER (enlisted)

MINISTRY OF DEFENCE, Garderen (Netherlands)

Officers/Management Training & Managing an Artillery Platoon.

01/02/1991–31/12/1991 SCIENTIFIC RESEARCHER

ROYAL SHELL RESEARCH, Amsterdam (Netherlands)

Scientific research on various catalysts to be used in refineries

15/08/1985–31/08/1992 MSc chemistry

University of Utrecht, Utrecht (Netherlands)

▪ Inorganic chemistry (Main subject)

▪ Investigation 1: ceramic membranes to separate gases;

▪ Investigation 2: assessing (technically, economically & business) various processes to reduce flue gas (NOx and SO2) during co-generation processes

▪ Minor subjects: Business economics, macroeconomics & commercial economics

01/03/2006–15/07/2007 Post-graduate Business Administration (Bachelors level)

Transfergroep - Hogeschool Rotterdam, Rotterdam (Netherlands)

09/09/2011–09/09/2011 Prince 2 Registered Practitioner

APGM International (via EXIN), Utrecht (Netherlands)

01/09/2014–30/11/2014 Certificate Configuring the World: A Critical Political Economy Approach

Rijksuniversiteit Leiden, Leiden (Netherlands)

01/10/2014–30/11/2014 Certificate Corporate Finance

IESE Business School, Barcelona (Spain)

01/01/2015–06/04/2015 Certificate in Agriculture, Economics & Nature

University of Western Australia (Australia)

01/07/2015–30/09/2015 Certificate Gestión de Proyectos de Desarrollo

Banco Interamericano de Desarrollo



PERSONAL SKILLS

Mother tongue(s) Dutch

Other language(s) UNDERSTANDING SPEAKING WRITING

Listening Reading Spoken interaction Spoken production

English C2 C2 C2 C2 C2

Spanish C1 B2 C1 C1 B1

German B2 B2 B1 B1 B1

French A2 A2 A2 A2 A1

Levels: A1 and A2: Basic user - B1 and B2: Independent user - C1 and C2: Proficient user Common European Framework of Reference for Languages

Communication skills ▪ Good communication skills gained on various assignments in the EU, USA, Latin America and Africa;

▪ Communicated in projects and assignments on all company levels from the board of directors to blue-collar staff in plants;

▪ Experienced communicator with people from different backgrounds and cultures. I gained this experience during assignments World-wide, in developed and developing countries;

▪ Expert in connecting and aligning stakeholders with different objectives.

Organisational / managerial skills ▪ Experienced interim, project and programme manager specialized in starting-up organizations, crisis management and project management putting the right person in the position where s/he adds most to the organization;

▪ Being a consultant organizational development with Capgemini and BA2C Europe/Latin America I gained experience (theoretical and practical) to (re-)develop organizations.

Job-related skills ▪ Management & motivation of (multicultural) teams;

▪ Supervision, management and coordination of projects;

▪ Evaluation and assessment of (new) technologies like bio-based products and renewable energy;

▪ Structuring finance for projects and companies;

▪ Networking in public, private and scientific organizations.

Digital competence SELF-ASSESSMENT

Information processing

Communication Content creation

Safety Problem solving

Independent user Proficient user Independent user Proficient user Independent user

Digital competences - Self-assessment grid

Driving licence B, BE

http://europass.cedefop.europa.eu/en/resources/european-language-levels-cefr

http://europass.cedefop.europa.eu/en/resources/digital-competences



ADDITIONAL INFORMATION

References Luc Lanclus (Chemelot Campus)

Phone: +31 653321441 Email: [email protected]

Luc is COO of Brightlands/Chemelot Campus and responsible for the development of the Bio-based Centre or Excellence on this site

Erik Waumans (Van Oord Dredging)

Phone: +507 64233774 Email: [email protected]

Erik is responsible for developing Van Oord's projects in South America. Together with him I have been involved to develop several project opportunities

Erwin Amesz (Approba)

Phone: +31 6 11743926 Email: [email protected]

Together with Erwin I worked together with Brightlands Chemelot Campus as well as in the development of natural gas related projects in Mexico

Jeroen Visser (Stamicarbon)

Email: [email protected]

Together with Jeroen I developed various projects in Mexico. We did this in the past when he was employed by Stamicarbon. At this moment we work together on various projects being independent consultants

Roberto Vergoossen

(Honorary Consul of the Netherlands to Guatemala/Managing Director Comape Guatemala)

Phone: +50257048365 Email: [email protected]

Roberto hired me as a consultant for organizational development and project management assignments (2006-present).

Maarten Leeuw (COO Lean Solutions Group)

Phone: +31614307012 Email: [email protected]

I worked with Maarten at Nuon in 2008/2009 and nowadays on freelance basis.

cv_willem frens_eu

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