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DO YOU EVER THINK ABOUT THIS?

How do I position my
company in this ever
changing world?

What are my
distinctive (brand /
company) assets and values?

How do I align the internal organisation to these assets and values?

Growth through
acquisitions, how to
successfully integrate
these companies?

Fast growth requires new professional levels; how to get there?

The company on hold, returns are declining; how do I turn this around?

Do you recognize such issues or bottlenecks? Fierder Interim Management helps entrepreneurs & management teams to resolve these challenges, from the start to implementation.

About Fierder

Fierder means ‘further’ in the Frisian language and in Dutch it is to be translated to ‘pride’. Fierder Interim Management is the company of Simon Dijkstra, a freelance interim manager with a boatload of experience. The approach is to offer support and guidance to take a company further and/or improve processes, so that you can be proud of the company again.

Statement vision Fierder

Change is the continuous factor in the world. The pace and impact of change is increasing. The ability of entrepreneurs to anticipate and respond to these changes is becoming more complex. The number of stakeholders is increasing. . As a result regular healthy reflection and adjustments are required, something that can often be achieved faster, more effectively and successfully with external guidance and focus.

Work Areas Fierder: Medium & Large sized companies

Fierder serves a wide variety of companies active in various markets such as energy, construction, food, chemistry, waste, FMCG and focuses on: Producers, Traders and Service Providers (Logistics/Supply Chain/Recycling/Energy/)

Precisely this diversity of companies and markets creates cross-over approaches in offering tailer made solutions for individual customers.

Approach Fierder Interim Management

Phase 1: Diagnosis

The diagnosis takes place in the first 3 months, whereafter a targeted Plan of Approach is proposed. After customising and approval, the implementation phase starts. During the diagnostic phase the company is comprehensively looked into; from an outside in perspective. What is the strategy, the current market position, what are the distinctive assets and value drivers and how is the internal organisation aligned. Which stakeholders play a role, are there conflicts of interests and which changes are needed. Which control information is used. What is the culture in the workplace and behaviour of all employees? Every company differs and has unique characteristics, requiring a tailor-made approach and solution.

Phase 2: Plan of Approach

A Plan of Approach is always tailor-made and based on the diagnosis and desired objectives. Important elements are the organisation’s ability to handle change, the speed and urgency needed, financial impact, required investments, correct prioritisation and impact on culture and people, support within the organisation and management with the right directional information. Interim evaluation, communication and coordination with all stakeholders is an essential part of this plan.

Phase 3: Implementation

Depending on the problem’s definition, adaptability and priorities, execution of plans to deliver agreed results involve run for approximately 1 to 1.5 years. The implementation phase is monitored with the agreed directional information and led by an interim manager, who has a sufficient mandate to execute the approved plan. An evaluation takes place every 2 to 3 months and where necessary adjustments are made. In particular, we look at impact in time, money, value for the company and consequences for all stakeholders involved.

Assurance of embedded solutions and final deliveryGuarantee the organisation’s level of quality assurance

After achieving the agreed objectives, the final phase is all about securing the new situation and respective solutions within the organisation. Fierder will not leave until the correct level of assurance is embedded. The most important part is to motivate the employees involved to structurally continue and further develop the initiated changes. As important are sufficient competencies, qualifications and degree of ownership of employees to continue. Pitfalls such as relapsing into old behavioural patterns or occupied into daily details must be avoided. Correct leadership at all levels is key for success.

Profile Simon Dijkstra

More than 20 years of experience as company (co-)director in the development, growth, transformation, integration, restructuring and professionalisation of companies. An approach that does justice to the long-term vision/plan of a company with the aim of creating a healthy perspective in a rapidly changing world.

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Reliable &
Transparent

Enthusiastic &
Energetic

Driven & Result
orientated

hands on &
Pragmatic

Connected &
Involved

References

“During the 20 years I have known Simon we ran a transport company together. He was the boss in the Netherlands and I in Belgium. My memories of that collaboration are only good. Simon is honest, down-to-earth with an abundance of professional knowledge, at the same time being very modest. We complemented each other well: I was the minus to his plus resulting in a perfect match. I have nothing but good things to say about this skilled man. Unfortunately, I will be leaving the transport sector soon, due to illness. Nevertheless, I leave with fond memories.”
William Vandooren
Director IJmond Transport Belgium N.V.

“Simon worked in the logistics sector at Winder Logistiek for a period of time. My experience with Simon was always very positive. He thinks and analyses quickly. It is precisely this speed with which Simon switches gears that makes him good in his profession.”
Meindert Winder
Director Winder Limmen:

“I have worked with Simon both at Argos Oil and EG Group. At Argos Oil, we focused mainly on optimising logistics processes and integrating various acquisitions into the oil and lubricants sector. Whilst at EG Group, Simon developed various models providing insight into contract optimisation between purchase and sales contracts. Simon moves with ease within the organisation, knowing instinctively how to simplify complex models making them understandable for everyone. The cooperation was very pleasant, both professionally and personally, Simon sharing his knowledge and helping to support employees where necessary. I would characterise Simon as loyal, reliable, very knowledgeable and pleasant to deal with.”
John Bijl
Head of B2B Fuels & Lubricants EG Group

“Simon and I worked closely together on various collective labour agreements and HR matters. A very pleasant collaboration. Simon is incredibly intelligent, which I think impresses a lot of people. Occasionally I advised him to take a step back and explain things step by step. However, his knowledge and expertise are precisely Simon’s strengths. Plus his loyalty to companies and individuals. By the way, where many managers pass things off to the HR department during bad news conversations, he always takes the responsibility. This shows his integrity and makes him pure.”
Esther Huisman
HR-manager Argos Oil

“At our previous mutual employer, Simon was responsible for the entire logistic engineering for customers in Europe, contract management and fleet management. For example: investing in new vehicles and process and cash flow optimization across various acquired companies. We worked together on implementing culture change from a transport & logistics service provider to a 4 PL Service Provider. I have always experienced this collaboration with Simon as very pleasant. Hence the reason I asked him again to deploy his expertise for my new company. We regularly work together. Simon is someone who instinctively knows what the essential work is, what or who the work is about and gives it his all. He is result-oriented and works quickly, but is also open. He has no hidden agendas. Simon is decisive, exactly what a lot of companies need.”
Etienne Visser
Vice President Operations Penske Logistics Europe

“I have known Simon since 2010 when he first came to thoroughly improve logistics operations at Argos Oil and later the broad Supply Chain Down Stream together with supply trading and have always worked with Simon ever since. As COO at Vandervalk+Degroot and as a hands-on advisor at GroenLeven. In addition to his substantive expertise and deep, broad experience, Simon is an exceptionally honest and decent individual. “CSR avant la lettre”. He is result oriented and does what he has to do extremely well, needing little guidance to achieve results. A professional craftsman who values trust. Simon isn’t just great as an advisor or interim manager, he also performs well in a longer-term management role. I would definitely recommend him to business relations.”
Roland Pechtold
Roland Pechtold, former COO Argos Groep, CEO Argos Terminals, CEO Van der Valk + De Groot, CEO GroenLeven

“Simon heeft ons sinds 2018 in diverse rollen ondersteund. Daardoor zijn wij in staat geweest onze Supply Chain en Procurement teams duidelijk te verbeteren. Niet alleen op inhoud, maar ook op processen. En niet alleen vanachter het bureau maar ook op de vloer. In ons Management Team heeft Simon een duidelijk een eigen geluid laten horen en Supply Chain duidelijk gepositioneerd. Simon heeft voor ons ook de harde noten gekraakt en hij is naar mijn mening zeer zeker Board Room fähig en CEO materiaal.”
Niels Wormgoor
Managing Director Nolet Distillery