Leadership

I make growth executable.

I bring direction to complexity, build teams and translate strategy into clear responsibilities and dependable execution. My experience lies in operations, general management, multisite, market development, transformation and customer experience.

20+: years of leadership and entrepreneurial experience
100: employees led across teams
3: organisations built and sold
NL & international: market and organisational development

Where I add value

I add the most value where growth requires structure, leadership and execution.

Organisations that are growing and need to professionalise
Customer-focused multisite organisations
Teams lacking clarity, structure or ownership
New concepts and markets that need to be built operationally
Transformations where people, commerce and operations meet

Areas of expertise

Operations
General management
Multisite
Operational transformation
Team & leadership development
International growth

Recommendations

“Professional, clear in communication and genuinely focused on building the product well. Even when things get difficult, he stays focused, open to feedback and makes sure the project keeps moving. I enjoy working with him and recommend him for any leadership or interim management role.”
Hasnat Abbas ShahFounder & CEO, Infiniti SoftwareWorks with Floris on Luumilo

“Floris turns ideas into action, brings structure and professionalises organisations without losing sight of the end goal. Even when things go against him, he keeps looking for solutions and gets people on board.”
Melle SchellekensEntrepreneur and investor, NOA Collective / The Good RollRan ventures together with Floris

“As a manager, Floris combines calm, decisiveness and genuine involvement in a natural way. He is sharp in finding solutions and is at his best in complex situations: he analyses, considers different perspectives and does not avoid difficult issues. His people-oriented leadership appeals to me: he invests in himself and in his team. Behind his calm presence is someone who is clear, decisive and approachable. Someone you can build on.”
Antoinette van ReekumOwner and trainer, KoppFloris was a client of Antoinette

Selected career

Organisations I have built and led

Luumilo

Founder & Program Lead

May 2025 - present

Digital product, international development team

Digital product that helps parents create a short, screen-free moment of connection with their child every day.

Responsibilities

Translated a societal vision into product, business model and development roadmap
Ultimately responsible for product strategy, user experience, testing and market introduction
Leads an international development team and connects product, design, content and technology

Results

Organised a first test with families and translated their experiences into a fully renewed platform
Guides the app from prototype to technical realisation and launch in the app stores

Building for the long term asks for restraint in pace and sharpness in direction.

SolarContainer Nederland

Managing Director | Commercial & Program Lead

2024 - present

Netherlands and international

Market development of modular solar energy and microgrid solutions for international applications.

Responsibilities

Developed an international market strategy for technically complex energy solutions from the Netherlands
Coordinated manufacturers, engineering partners, distributors, governments and financiers
Led international negotiations on projects, distribution, financing and market access

A proposition only works internationally when execution is right locally.

WAKU WAKU

Founder & Managing Director

2018 - 2022

40 employees, one location

Business sold in 2022. Remained responsible for the financial and administrative wind-down until 2024. Plant-based restaurant in the centre of Utrecht.

Responsibilities

Built and led a hospitality organisation of 40 employees and carried final responsibility for strategy, P&L, operations, staff, suppliers, marketing, quality and customer experience
Directly managed the chef, restaurant manager and supervisors
Developed management structures, processes, schedules and quality standards

Results

Led the organisation through a period of exceptional operational and financial pressure and ultimately realised a controlled handover
Built a recognisable concept with a consistent quality and service standard

Taking responsibility when things get difficult, without losing sight of the people.

Read the full WAKU WAKU business case

Independent

Professional skydiver, coach and entrepreneur

2011 - 2018

Elite sport, coaching and trade in specialist equipment

Two-time Dutch champion, active in international competitions and coach of athletes and teams. A period that shaped my approach to preparation, safety, coaching and performing under pressure.

Responsibilities

Coached athletes and teams on technique, collaboration, discipline and performing under pressure
Took part in international events where safety, preparation and immediate decision-making were essential

Results

Two-time Dutch champion and participation in international indoor competitions

Performing under pressure starts with preparation, not with nerve.

SunCare Den Bosch & Tilburg

Franchise Owner | Multi-site Operations

2008 - 2016

Two locations, managers and operational teams

Two franchise locations built, led and sold.

Responsibilities

Built two franchise locations and led managers, assistant managers and operational teams
Carried full responsibility for P&L, commercial strategy, marketing and staff
Developed processes and quality standards for both locations

Results

Developed operational and commercial improvements that were adopted within the franchise chain
Grew both locations into independently functioning businesses and sold them

Growth is only sustainable when structure and ownership grow with it.

DONG Energy

Manager Customer Service

2005 - 2008

Customer service organisation with several supervisors and teams

Fully responsible for customer service during a period of far-reaching organisational change: the move from Oosterhout to 's-Hertogenbosch, the acquisition and integration of Intergas within DONG Energy and the implementation of a new SAP environment.

Responsibilities

Leading customer service throughout the full transition: relocation, post-acquisition integration and SAP implementation
Safeguarding service levels, operational stability and team performance during simultaneous changes
Aligning teams, processes and stakeholders and providing direction in a new organisation, location and system environment

Results

Guided the integration of Intergas within DONG Energy from the customer service side
Secured operational continuity and service levels during relocation and system implementation

This period gave me hands-on experience with operational transformation, post-acquisition integration and system implementation — and with keeping customer operations running while an organisation goes through several transitions at once.

View full career history

Bosch Communication Center

Operations Manager

2003 - 2005

Up to 80 employees

Operationally responsible for the sales department and managing managers and supervisors
Responsible for commercial results, workforce planning, quality and daily execution

Developed managers on ownership, coaching and accountability for results

Sitel

Team Manager

2001 - 2003

Up to 100 employees

Responsible for customer contact operations with several teams and supervisors
Steered on revenue, conversion, quality, productivity, staffing and customer satisfaction

Improved processes, working methods and management structures

Various organisations

Direct Sales | B2B Account Management | Sales Training

1999 - 2001

Started in direct sales and moved on to B2B sales of business security systems
Grew into a sales trainer and team manager within several contact centres

Cases

How I work, through concrete situations

Building and selling two SunCare locations

Situation

Two franchise locations in Den Bosch and Tilburg that had to grow from the start into independently operating businesses.

Responsibility

P&L, commercial strategy, marketing, staff, processes and customer experience.

Approach

First sharpening the customer promise, then building managers and operational structures, and finally the rhythm that safeguards quality.

Result

Two independently functioning locations that ran successfully for years after the build-up phase and were eventually sold. Improvements were adopted within the chain. To me, a business is only truly strong when it keeps working without its founder.

Leading WAKU WAKU through growth and pressure

Situation

A plant-based restaurant in the centre of Utrecht with 40 employees, in a period of exceptional operational and financial pressure.

Responsibility

Strategy, P&L, operations, staff, suppliers, marketing, quality and customer experience.

Approach

Clear responsibilities, management structures and a fixed operational rhythm, with direct attention for the people on the floor.

Result

The organisation was led through its hardest period and ultimately handed over in a controlled way. In busy organisations, clarity is the most important form of attention.

International market development for SolarContainer Nederland

Situation

A sustainable energy solution that needed a market and an execution structure outside the Netherlands.

Responsibility

Market development, partner selection and operational build-up.

Approach

Selecting markets on feasibility, choosing partners on reliability and translating the proposition into local practice.

Result

A workable route into new markets, built on local execution. International growth stands or falls with whoever carries the work locally.

Leadership principles

The starting points I fall back on in daily practice.

Clarity over busyness
Ownership over control
Rhythm over occasional energy
Human attention without lowering the performance standard
Taking responsibility when things get difficult

Professional direction

I am open to senior operations, general management and executive roles centred on growth, transformation and customer-focused execution.

Organisations do not grow through plans but through people who know where they stand. I prefer to work close to the team, with a clear direction and without fuss.

View my LinkedIn profile Get in touch