Jos Verberne - Interim Supply Chain Professional, Nomilk2day Interim
According to Interim Manager Jos Verberne, building good relationships and proactively thinking about future focal points in the organization are the key factors of successful supply chain management. 'I always try to look a few steps ahead to anticipate problems in advance and address them proactively.'
Jos Verberne - Interim Supply Chain Professional
Jos Verberne always dreamt of leading his own business. 'I thought, I would roll into something and become an entrepreneur at some point. That just didn't happen.' Until the moment the organization where he worked transformed his broad supply chain role into a more specialized one. 'I saw no future for myself here and had to make other choices.'
And then everything was wide open?
'That's right, I had to decide whether to go into consultancy, become an interim manager, or start a webshop, so to speak. After 18 years of employment in various industries, I started working as an interim professional in 2022. I see it as a first step to increase the chance of having my own business, as it quickly expands your network and moves you closer to entrepreneurship. My dismissal immediately led to my first interim assignment, as I supported my employer for another eight months on an interim basis. I am now on my second major project and in between, I've done a smaller consultancy project and assisted another client.'
You cover the entire spectrum of the supply chain. What do you find beautiful about that?
'The beauty lies mainly in seeing a company grow after I've worked on setting up the logistics chain. It could be a company expanding into a new country for which I devise a plan on how to get the goods to the right place or setting up the entire flow of new products in an existing or new factory. It's fascinating to delve into.'
Bridging a gap, complex change processes, crisis management, improvement projects, and cost-saving initiatives... There are various reasons for companies to hire an interim professional. For what reasons are you usually hired?
'With the few assignments I've done so far, I've encountered everything you've mentioned. Starting up a new product group and a new factory, setting up a new flow of goods, and currently, I'm here to bridge a gap and lead a kind of change process. It's very enjoyable with this variety.'
How do you approach each new assignment?
'The first few weeks can be intense, but I still feel a certain calmness in absorbing and organizing all the information coming my way. The most important thing at that moment is filtering. Make sure you don't get overwhelmed. What also helps in getting started quickly is being present and connecting with the team and the organization. That's also my strength; building relationships.'
What do you consider the most important tools for building a good relationship?
'I try to listen well, observe, and bring structure. In addition, I respect the history. This earns appreciation. It doesn't mean that I leave everything as it is, but I do show respect for it. Because how demotivating is it when someone who has just arrived is only focused on implementing their own ideas? I also set goals for myself, so I can work proactively. This way, I'm always a few steps ahead of the rest of the organization. By thinking ahead about future focal points in the organization, naming them to the management team and directors, and taking action, I prevent surprises and quickly gain trust.'
It sounds simple, but you must be able to identify those future focal points.
'It's a mindset you need to adopt. And it doesn't necessarily take more time. If you don't do it, you can be caught off guard by issues and lose your lead. Those who lag behind end up on the defensive, and then others set the agenda. To assess those focus points, I draw on a huge number of examples from the past. Another lesson I apply is to address issues immediately. If you let them simmer, the problem grows.'
You come across as decisive. How would you describe yourself?
‘As a social person. I try to connect teams and give the existing ideas a chance. I am open to initiatives, constructive, and give it my all, 100 percent. From day one, I feel the responsibility, as if it were my own money, my own company. I behave as if I will still be there in ten years, not just until my assignment ends. I tackle the tough issues, bring structure, define new processes, and make tough decisions. This way, the person who comes after me can start with a clean slate.’
You see many organizations from the inside; what kind of improvement areas do you come across?
‘What I often see is that the management has enormous ambition and does not realize the feasibility of the number of projects. Often there are too many priorities and too many projects that compete for the same people.’
And then an interim manager comes in handy, of course, haha.
‘Why not? The costs of interim managers are not much higher than those of a permanent employee who often also receives a company car, bonus, and vacation pay. Furthermore, an interim manager also brings a lot of experience, is super flexible, and can be deployed as needed. For example, to handle peaks and valleys and also to manage projects.’
It sounds like you're still happy with your choice, or do you dream of starting your own business?
‘I really enjoy interim work, but I keep all options open for the future. Perhaps there will be an opportunity to join a company and become a co-owner. The chances for this have increased due to my interim experience and presence in the market. Until then, I will continue with interim and consultancy projects. Whether I will still be doing this in five or ten years, I do not know. Who knows, maybe by then I will be back in a permanent position. There is nothing wrong with that, but for now, I find it very exciting to explore the world of interim management.’
Are you a decisive Interim Manager or is your organization looking for an interim professional to tackle business challenges head-on? Then get in touch with us.
Photographer: Rob Voss
