Supervisory board NORMA (supplier of high precision mechatronics; app. 500 employees)
Norma is a supplier of high precision mechatronic (sub)systems and mechanical parts manufacturer.
These products are supplied to OEM-customers that operate in the high end of the market of semiconductor equipment, defense industry and ultra precision tooling (e.g. ECM technology).
Norma focusses on the highest accuracies of these supplies.
The activities of Normarange from design engineering and co-development to project management of the entire realisation and supply chain control.
Norma has three branches in the Netherlands and one in Indonesia.

Supervisory board Aemics (development of ASICS and electronic systems)
Aemics is an design-engineering company, that develops custom specific IC's (ASICS) for specific users. Also the electronic systems using these chips are developped by Aemics.
Aemics designs and tests the IC's embed them in the (sub) systems, and supplies them in relative small to medium size series.
The advises as a board member are focussed on further growth in order to exploit the technological potentials.

Supervisory board HAT (250 fte’s)
During a period of 4 years I have been member of the supervisory board of HAT (HOLEC general supplies). Originally, when HAT was part of the HOLEC company, it was a completely internal supplier. At the management buy-out HAT has been separated from its parent company. The goal was to use its competencies not only for the own company but to build an external market as well in the area of sheet metal operations, paint spray, mechanical parts production and tool manufacturing. Despite a strongly hesitating market, HAT succeeded to build an external customer network of app. 50 % of its revenues within just a few years. Later, in the HOLEC concern, one came to the conclusion that the capabilities of HAT where of eminent interests for HOLEC that they acquired HAT again and so HAT returned to the former mother organization. As I have had successful experience within Philips with building an external client network from being an internal supplier in comparable technologies, I was able to be a sparring partner for the management in finding the right strategies. In the difficult playing field of conflicting interests of several stakeholders, I could play a mediater-role.
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Advisor / supervisory board eSCeTe (Single Crystal Technology ) (20 fte’s)
A small production company, active in a very high-tech, innovative technology faced severe difficulties. The main activities where crystal- building for scientific purposes and the polishing of “wafers”, differently that ordinary silicate ones (a. o. Al2O3 , aluminum oxide / Safire) , for the use in a newly developed blue LED technology. The company was sub-critical. However they had a very good performance in small series for prominent customers, they had no capability to changeover fast enough to high volume. A way out had to be found where volume production technology was not available yet. The shareholders where very diverging with conflicting interests. These interests had to be managed carefully. The company also needed support in strategically issues. With some of the key-players (management and two of the shareholders) I had many meetings for defining the strategically choices to survive. During a year I had the honour to play a advising and mediating role.
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Supervisory board Demcon (design-engineering company)
This company belongs to the top of the Dutch bureaus for design engineering. Since some years a diversification process is going on. The board membership focuses a. o. on defining the right strategic choices for further growth.

Advice board for a Private Investment Fund
A Private investment fund is focusing on high risk bearing participations in the area of innovative high-tech developments. To support this fund they have erected an advisory board to judge new potential participations, to coach them or to play the role of supervisory board.
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Management board of NEVAT (Dutch society for general supplies)
During 8 years I participated in the board of management and had the chair of one of the sub-organisations, the platform for system suppliers. In that period we defined and promoted successfully the phenomena of “System Supplier” in the Netherlands and Germany. As a result the number of qualified system suppliers increased significantly and the platform became the cornerstone of the NEVAT.
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Management board IKT (Industrial community Twente)
During 8 years I was member of the management board of the IKT and chairman of one of the platforms. Originally this platform organized conferences about maintenance strategy. Later this is changed towards subjects concerning "Production, Logistics and Technology". The platform organized 5 regional conferences per year where as an average 100 to 200 members participated.