Robert began his career in accountancy. As a member of an audit practice, he quickly gained exposure to a wide range of businesses. It soon became clear that he had developed a preference for building organisations rather than advising from the sidelines. Around the year 2000, he made the move to a Dutch-Canadian internet company — a start-up that rapidly evolved into a scale-up backed by Private Equity. When the internet bubble burst, the company had to scale back and ultimately proved unviable.

In 2002, Robert joined Doedijns, a company active in hydraulics, as assistant controller. After holding various positions within the organisation, he became CFO in 2016. His time at Doedijns was formative on multiple levels. Over more than 20 years, the company changed ownership four times — each time under a different private equity party, each time with a different strategic direction. From a turnaround situation in 2002, a buy-and-build strategy was rolled out between 2006 and 2011, with expansion across Europe. Between 2011 and 2016, this international expansion extended further into Asia and the Americas. In 2017, the mandate shifted to selling the group in parts. Following a complex carve-out transaction in the Netherlands, the American and Asian operations followed — leading to a strategic reorientation and ultimately the sale of Doedijns to Vydraulics Group in 2020, at which point Robert became CFO of the Vydraulics Group.

In 2023, Robert decided to step away from his role as CFO of Vydraulics Group and set out as an independent entrepreneur. This marked the beginning of a new chapter, in which he took on interim and part-time roles at various companies, including Romonta BV (a manufacturer of conveyor belts for the food industry) and OrcaNation (a scale-up active in outdoor education).

In the dynamic world of entrepreneurship, uncertainty is a constant. Effective risk management is not just about avoiding threats — it is equally about seizing opportunities. By developing a sound understanding of risk, entrepreneurs can make strategic decisions that offer both protection and a springboard for growth. This means focusing not only on minimising negative impact, but also on maximising positive outcomes.

A balanced approach to risk management allows you to look ahead with confidence, knowing you are prepared for both challenges and opportunities. In short, risk management is not merely a shield against threats — it is a catalyst for success.

What risks is your business currently managing? How can you turn those risks into growth opportunities? Do you have a clear picture of the potential threats and possibilities within your market? How does your organisation currently manage its cash flow, and how is financial stability maintained while executing an ambitious strategic plan?

Robert helps organisations answer these questions through a strategic and pragmatic approach to risk management. Drawing on extensive experience in financial structuring, process improvement, strategic planning and cash flow management, he guides organisations through uncertainty — and positions them to capture opportunities for sustainable growth.

Character

An experienced and trusted finance professional with strong analytical, accounting and IT skills, combined with a hands-on approach. A driven team player who supports management and organisations with the financial information and insight needed for sound decision-making. Thinks strategically from a business perspective, with a sharp eye for detail. Passionate about contributing to strategy execution in dynamic, international environments — translating plans into practical action and measurable results.

Results-oriented and people-focused, with extensive experience initiating and leading process improvement programmes. Communicates clearly and connects easily across all levels of an organisation.

Personally motivated by inspiring and encouraging people to think in possibilities — and to reach further than the status quo.