A philosophy were I truly believe in: "You don't have to lead a team to be a leader; leadership is a set of values, attitudes and skills, it is not a position. A balanced leader can act as change agent, ready to face challenges."

Plant Manufacturing Excellence Manager @ As Plant Manufacturing Excellence Manager, I'm managing all technical aspects of production for the Vilvoorde site: Defining the methods of new production within the existing technology, optimize the methods of ongoing production, improve efficiency, streamline processes, look for best practices and synergies, analyze statistics and utilize them in the line with continuous improvement of production and its quality, productivity, reduction of waste and costs. Started with developing the operational excellence program and manage the implementation in the Vilvoorde site. Collaborate with colleagues to ensure manufacturing excellence through the global business unit. - Monitoring and follow up the implementation of new technologies and processes. - Activate, motivate and control the team involved in the manufacturing excellence program. - Audit, consolidate, monitor and follow KPI trends related to manufacturing excellence performance. - Coach, guide and ensure effective manufacturing excellence training. - Assist in investigations of major root cause analysis, process mapping and other operational excellence and profitability improvement techniques and the recommendations for future improvements. - Assure alignment between the performance management system and the operational excellence program of the site. From September 2015 to Present (4 months) Manufacturing & Lean Projects Engineer @ As manufacturing responsible, I'm managing daily operations in packing department at Tupperware Belgium (200 workers over 5 shifts, team leaders and an assistant). Dedicated to the Lean philosophy I'm leading Tupperware towards an operational excellent packing department. Started with a departmental master plan, keeping a high level overview on the road ahead. Within 6 domains (Safety, Quality, Service, Cost, Innovation, Team/People) objectives were set. Throughout the year tools were used to reach the goals e.g: organigram, (personal) objectives, evaluation work flow, polyvalention matrix, teammeetings on different levels, 5S, efficient working on administration, packing activities, packing traceability. From June 2013 to August 2015 (2 years 3 months) Operational Excellence Deployment Lead Packaging @ As an Operational Excellence Deployment Lead I’m responsible for developping an OPEX strategy and vision within the Packaging Department. For the implementation of OPEX tools and for supporting the cultural change management process related to the integration of OPEX. As a member of the plant opex deployment team I contribute in the development of a plant vision and strategy. With operational excellence continuous improvement of our processes is aimed. We make use of different methods (6 sigma,Yellow belt, Green belt, Black belt, 5S work place organisation, Human error reduction, TPM Total preventive Maintenance) for successful realisation. Stimulation and supporting the use of these methods is my task. As a certified Black Belt, according to the philosophy “leading by behavior”, I perform or facilitate process optimization projects. From January 2011 to June 2013 (2 years 6 months) Equipment Engineer Maintenance Support Packaging @ Backup of the supervisor. Supporting Teamwork. People are organized in small groups around a process. The goal is to enhance the level of autonomy and increase the level of engagement. Next to supporting teamwork within the maintenance department itself also the integration of teamwork across departments (production, engineering, maintenance,…) was one of my tasks. Coaching technical people to complete change control documents. Perform improvement projects to guarantee the autonomous maintenance. Responsible of the plant shutdown of summer 2010 and winter 2010: The responsibility of the packaging area shutdown comprehends the overview and coordination of the planned activities. During the shutdown daily coordination meetings are held with the responsible of the different projects in order to guarantee quality and safety. From December 2009 to January 2011 (1 year 2 months) Process Engineer BFS Support @ As a Process Engineer in the engineering support and maintenance group of the Blow Fill Seal Department. I am responsible for executing projects in the area of - Capital projects - 6 sigma methodology in order to maximise production performance and minimise change over time. - Assist in audits - Support the teamwork. From 2006 to December 2009 (3 years) Project Engineer Pharmaceutical Technical Support BFS @ As a Project Engineer in the Pharmaceutical technical support group of the Blow Fill Seal Department. I am responsible for executing capital projects and improvement projects Responsible for the project management, installation & validation for an aseptic Blow Fill Seal filling line with isolator technology. From 2003 to 2006 (3 years) Junior Engineer Pharmaceutical Technical Support BFS @ As a Junior Project Engineer in the Pharmaceutical technical support group of the Blow Fill Seal Department. I am responsible for executing capital projects. Responsible for the installation & validation of Isolator equipment. From October 2001 to 2003 (2 years)

Industrial Engineer Chemistry Option Biochemistry @ From 1998 to 2001 An De Saedeleer is skilled in: Pharmaceutical Industry, GMP, FDA, coaching, Six Sigma, Yellow Belt, Green Belt, Black Belt, Lean Tools, 5S, TPM, Validation, Change Control, Root Cause Analysis, Value Stream Mapping