Experience with
All aspects and intersections of Finance, with a particular focus on thinking through the impact on other disciplines; sparring with the CEO and Supervisory Board on strategy and how to realise it, monitoring progress and initiating corrective action where needed to get back on track.
What shaped Frank?
Frank began his career in accountancy at KPMG, working across a mix of large corporate divisions, small foundations and mid-sized businesses. The rigorous approach and training at KPMG laid a solid foundation for his career. The sharp-elbowed culture of public accountancy, however, was not quite the right fit — and when former colleagues approached him to join Volvo’s Internal Audit Department, he made the move. At the IAD he led numerous projects and spent a year as interim controller at the production facility in Born. It was there that he felt the difference between the advisory role of an accountant and the hands-on role of a controller — and discovered what it truly means to create and deliver added value.
In late 1990, Frank was approached by a headhunter for a Finance Manager role at De Rooy Transport. He was hesitant at first, but two weeks later the headhunter called back with an appointment already arranged with the De Rooy brothers — something Frank remains grateful for to this day. During his nine years there, Frank discovered what real work looks like. His role was wide-ranging: setting up operations in the UK, Belgium, France, Italy and Spain; leading a major reorganisation following the bankruptcy of DAF Trucks; and guiding an acquisition and the subsequent split of the business into two separate entities for two shareholders. That process, rich in emotion, delivered the desired outcome after two years. At the end of 1999, Frank made the move into interim management after commitments made to him went unfulfilled.
From 1 December 1999, Frank has taken on a wide range of interim assignments across diverse sectors — including manufacturing, healthcare, trading, construction and real estate development, construction-related businesses, childcare, M&A, cooperatives and energy suppliers. Assignments have ranged from professionalising planning and control cycles to arranging financing, implementing ERP systems and realising post-acquisition synergies. In August 2007, Frank joined Hurks Groep B.V. in Eindhoven as interim Finance Director, becoming CFO and member of the Board of Directors on 1 January 2008. His responsibilities included risk management on development projects and construction propositions, extensive due diligence on potential acquisitions and disposals, and securing €30 million in construction financing.
In June 2014 he returned to interim work, taking on a further series of high-impact assignments: ERP implementations, guiding a cooperative through the acquisition of three transport companies, serving as interim director of Hurks Groep at the request of the priority shareholder to support the sale of several business units, acting as interim partner at an M&A firm, and serving as interim CFO at a fast-moving energy supplier.
Strategic Planning:
The Foundation for Strengthening and Progress
Character
Frank is an approachable and loyal professional. He places great value on genuine connection with the people he works alongside. He brings real added value to an organisation — everything he takes on, he sees through to completion. He stands behind that commitment fully, giving the CEO the confidence to let go entirely.
My publications
Building a financial organization for sustainable growth
As an entrepreneur, you have a vision for the future – and a dream to make it reality. That journey starts with building your organisation from the ground up, with your finance function growing alongside it. To achieve sustainable growth, the financial organisation...
