D A N N Y D A A M E NC U R R I C U L U M V I T A E

Dromend van een baan als politieagent te paard heb ik een middelbare technische opleiding afgerond. Na het vervullen van mijn diensttijd als Marechaussee en een eerste baantje als filiaalmanager van een kleding boutique begint mijn carrière bij Riedel drankenindustrie (Food). Begonnen als monteur leidde mijn ambitie snel tot allround monteur, supervisor van een ploeg storingsmonteurs, en uiteindelijk werd ik verantwoordelijk voor het optimaliseren van het productieproces met het accent op techniek en onderhoud. In deze periode ben ik door de opleidingen middle-, voortgezet-, en general management ontwikkeld in bedrijfskunde.

Na deze verticale ontwikkeling heb ik ervoor gekozen horizontaal verder te ontwikkelen als consultant bij ABB in onderhoudsmanagement. Hierbij leerde ik meerdere industrieën en culturen kennen en verdiepte mijn kennis van toegepaste maintenance management. Aansluitend ben ik onderdeel geworden van de business unit Full Service binnen ABB. Hier was ik verantwoordelijk voor het ontwikkelen van onze feasibility study, ons eerste on-site activiteit bij potentiële klanten. Daarnaast deed ik audits bij bestaande contracten wereldwijd en heb ik in die periode een Nederlandse papierfabriek begeleid in het laatste jaar voor sluiting. In deze setting

van Full Service ontdekte ik het belang van een

transformerende verandering in de onderhoudsdiensten die

wij overnamen. Het loslaten van oude denkbeelden en overtuigingen

was de grootste stap die genomen moest worden en een voorwaarde voor succes. Dit sloot enorm aan bij mijn passie en ik ben mij daarin verder gaan ontwikkelen en verdiepen. Onder andere door een master of arts te voltooien als organizational analyst bij de Grubb institute (East London University). Voor mijn scriptie heb ik de impact van mijn eigen leiderschap bestudeerd tijdens het opstarten van een nieuw contract en in mijn rol als site manager (Hoofd technische dienst). Een pijnlijke maar leerzame tijd.

Toen ABB de business unit Full Service verkocht en het bedrijf Quant een feit werd ben ik gevraagd om wereldwijd een leiderschapsprogramma vorm te geven. Na twee jaar vol enthousiasme mee gebouwd te hebben aan de verzelfstandiging van Quant kon ik mijzelf niet meer herkennen in de heersende normen en waarden binnen het bedrijf. Ik heb er toen voor gekozen om zelfstandig vorm te geven aan wat ik belangrijk vindt. Hierbij gebruik ik alle ervaring die ik in de afgelopen dertig jaar heb mogen opdoen en de nieuwe inzichten die ik elke dag opnieuw ontdek.

1

linkedin.com/in/dannydaamen

Languages

Personal data

Mother tongue: Dutch

Other languages: Engl ish

Danny Daamen

Laan der Verenigde Nat ies 1086716 JE EdeThe Nether lands

+31(0)6-10 90 38 58

danny.daamen@connect ingagain.com

Dutch

1 March 1967

Marr ied, 3 chi ldren

Name:

Address:

Mobiel :

E-mai l :

Nat ional i ty :

Date of b irth:

Marr ied state:

Competence / SpecialtiesPeople management / team bui ld ing /

communicat ion

Implementat ion of changes and transformat ion processes (MA Organizat ional Analyst L icenced

Pract i t ioner Ins ight Discovery®)

Maintenance Management (Workf low, RCA, RCM, FMECA, Maintenance Strategies ,

Maintenance Finance)

Cont inuous Improvement (RCA, 5S, LEAN)

2

Accreditation Insight Discovery Practitioner

2017

ABB Leadership Challenge Train the Trainer

2008 // ABB

HBL-General Management (ISBW)

Preventive Maintenance (NVDO, given by ABB)

Spare-part management (IFBD)

KPI’s for Maintenance a Maintenance Manager

Business Objects “Full End User”MS-projects.

1999 - 2001

Various training courses for professional development, focused on used techniques

and installations, to become an all-round technician.

Technical training on Tetra Pak Brick machines, Combibloc machines, Process installation for making and pasteurising

juices, CIP installation etc.Various training courses focused on

personal development, e.g.:Hygiene, HACCP, quality, Word, Excel.

1988-1996

E D U C A T I O N A L B A C K G R O U N D

Master of Science Programme Organisational Analysis

2010 - 2013 // The Grubb Institute London

Graduated at UEL

ABB Leadership ChallengeVCA - fullFinance (ABB)

2007 // ABB

Middle Management (ISBW) Organisation & CommunicationSecondary Management (ISBW)

1996 - 1999

MTS - Energie1983 - 1987

3

P R O F E S S I O N A L A C T I V I T I E S

Connecting Again - Owner / Organisational Analyst

May 2017 - Today

Ad-interim Maintenance Manager ESKA Hoogezand

Dec 2017 - Sept 2018

51 FTE (26 HGZ - 25 SAP)

Bui ld ing a connected team of strong indiv iduals , personal and team coaching, mediat ion, cultura l change

Optimizat ion of Maintenance Management processes, focus on planning, root cause analys is , decis ion making, pr ior i t izat ion and gett ing things done moving from react ive to proact ive maintenance

Advise in hir ing process and coaching new hired to cont inue coaching and cultura l change

Working c losely together with product ion, Qual i ty, purchasing, Finance and suppl iers to bui ld strong partnerships in achieving common goals and understanding expectat ions.

ESKA – Development an Implementation of Ultimo incl.

improvement of ESKA internal processes

May 2017 - Dec 2017

Bringing teams together to increase cooperat ion and performance improvement

Cont inuat ion of personal coaching and ref lect ion meet ings with operat ional manager

Ad-interim maintenance manager ESKA Hoogezand/Sappemeer

June 2016 - April 2017

51 FTE (26 HGZ - 25 SAP)

Cultura l and Maintenance Pract ice scan to understand the current s i tuat ion, potent ia l and

need for change.

Var ious personal and team coaching act iv i t ies start a movement away from complain ing towards

ownership, author ity and teamwork. This to bui ld a long-term foundat ion for cont inuous

improvement.

Quant Service – Site (Existing Contracts) and Sales Support / Manager Benelux (Specialized in Outsourcing Maintenance)

Dec 2014 - April 2017

Support ing the transit ion to become a standalone business

Team member of Global HR and Leadership team, responsible for sett ing up a g lobal leadership program

Site and sales support in Benelux, Balt ics and Finland

4

ABB Operational and Site / Maintenance Management Full Service® Site at Stora Enso Wapenveld

Jan 2007 - Dec 2007

60+ FTE’s

Leading a maintenance department through their last year before c losure of this product ion faci l i ty by Stora Enso, ensur ing cont inuat ion of re l iabi l i ty and a motivated team. We closed having a teambui ld ing ‘party ’ and left with our heads held high.

Support ing people in their preparat ion to f ind new jobs through personal coaching

ABB Business Development Full Service Global Team

Jan 2008 - April 2012

Management and development of Ful l Service® Core Processes, moving from development

to implementat ion on s i tes . Maintenance Management, Rel iabi l i ty, Cont inuous

Improvement, People, Finance, Feasib i l i ty Study ,Partnership Development, etc .

Tra in ing of Plant Performance improvement, Feasib i l i ty Study and Site Manager Train ing

Member of tra iners team providing ABB’s Leadership Chal lenge tra in ing (Based on The

Fifth Disc ip l ine, Peter Senge)

Sett ing-up and implementing the Strategy for Ful l Service Global Team

Recruitment of new team members / process owners

Site Assessments and providing Site support in cont inuous improvement

Bui ld ing and mainta in ing re lat ionship with regional management g lobal ly

ABB Full Service - Site / Maintenance manager at Sappi Nijmegen

April 2012 - March 2014

32 FTE (and back off ice support )

Implementat ion of Ful l Service® Maintenance Management, a process of transformat ion to make an exist ing team, transferred to our leadership, th ink and act d ifferent ly and real iz ing susta inable change.

Bui ld ing a sound, long term relat ionship between Sappi and ABB on Operat ional and Management Team level .

Providing leadership to 32 people and Contractors

Bui ld ing a network of suppl iers / partners

ABB Full Service – Local Business Unit Manager

March 2014 - Nov 2014

Responsible for re lat ionship with and results at exist ing customers

Responsible for development of new contracts

Managing ABB internal re lat ions

Managing and prepar ing transit ion to Quant

5

Military service1987 - 1988

Royal Mi l i tary Pol ice, traff ic duty and escort ing convoys

Several technical functions within Riedel drankenindustrie (FCDF)

1988 - 2001

Al l-round technic ian Maintain ing the var ious insta l lat ions

Part ic ipat ing Supervisor Managing the maintenance process within the group and between the three groups.

Communicat ion was the most important feature of th is per iod. Working on unity and shared

vis ion. Result or ientated people manager.

Maintenance Engineer, packaging department

Pr imary goal : OEE improvement (stabi l ise and increase)

Secondary goal : cost reduct ion

Fai lure analys is , root cause analys is

Sett ing up a structure for registrat ion of product ion stops and technical fa i lures. Tree structure equal to mainta inable i tems structure

of Technical Department

Report ing OEE f igures and analys ing them

Redesign projects

Rebui ld ing and replacement projects

Analys is to decide between rebui ld ing and replacement (LCC form)

Sett ing up and implementat ion of CMMS (MFG/pro service module. )

Real t ime OEE registrat ion and visual isat ion project

Enhancing the re lat ion with suppl iers in order to opt imise the tota l result of the exist ing

co-operat ion

ABB Maintenance Engineering & Consultancy - Consultant

Sept 2001 - May 2006

Audit ing ( i .e . formulat ing Maintenance Management Master Plan)

Train ing

Change Management

Draw up of maintenance concept (mult i -d isc ip l inar i ly)

Implementat ion of RCM based prevent ive maintenance at Essent . After 2 years a l l Maintenance Engineers were self-support ing and able to cont inue without our support .

ABB Business Development Full Service® Global Team

May 2006 - Dec 2006

Development of Feasibi l i ty study

Worldwide implementat ion of method and tools

Site Assessments

Feasibi l i ty Studies (Support and tra in ing on the job)

Development and giv ing of Feasibi l i ty Study tra in ing

6