Erik van Egmond — Strategy-to-Execution Transformation
Principal-led interim CEO & transformation lead for industrial, pharma, automotive and logistics environments.
I work with owner-led and investor-backed companies when growth, governance and execution need to realign. Principal-led by Erik van Egmond — from a board-ready diagnosis and plan (30–60 days) to hands-on implementation (6–9 months, typically 3–4 days/week on-site). As Executive Advisor and Interim MD/CEO, I support shareholders, boards and leadership teams at decisive moments where structure, leadership and performance need to move back into alignment.
When I get involved
Typical triggers
- Growth or complexity outpaces structure and decision rights.
- Results no longer reflect the organisation’s potential.
- Ownership, leadership and execution drift out of alignment.
- A step-change in performance or professionalisation is required.
What changes
Clarity on mandate, priorities and governance. A practical operating system for execution. Performance discipline without bureaucracy.
Services
Governance & leadership alignment
Alignment between shareholders, board and executive leadership; decision rights and escalation path; cadence for results.
Interim executive leadership
Temporary MD/CEO or transformation leadership where decisive execution is required.
Value creation & performance improvement
Structural performance improvement in family-owned and investor-backed businesses.
Supply chain & transport transformation
Restructuring and performance improvement in complex logistics and industrial environments.
Approach
1) Diagnose fast
Get to the few root causes: incentives, governance, capability gaps, operating rhythm and customer promises.
2) Align and decide
Confirm mandate and non-negotiables; translate strategy into a small set of measurable objectives.
3) Execute with cadence
Weekly operating rhythm, clear owners, escalation rules, and lightweight reporting that drives decisions.
4) Embed and exit
Build internal ownership so the organisation can sustain results after my involvement ends.
“No theatre: clarity, alignment and decisive execution.”
Work is kept practical and senior, with limited parallel initiatives and a focus on measurable outcomes.Background
Erik van Egmond
I work as a principal-led Executive Advisor and Interim MD/CEO. Engagements are delivered by me — with specialist capacity added only when needed.
Leadership
Former Managing Director of Penske Logistics Europe, with full P&L responsibility (€300m) and leadership of international commercial and operational teams across regulated and industrial supply chains.
Advisory
Since 2011, through Janssen & Van Egmond, working with family-owned and investor-backed companies on governance alignment, transformation and performance improvement. Engagements are delivered by Erik van Egmond; specialist capacity is added only when needed.
Sector experience
Regulated pharma supply chains (Merck/MSD, Baxter), automotive JIT/JIS environments and complex industrial logistics networks.
Engagement scope
Typically short, high-intensity phases (diagnose/align/execute), or interim roles with a clear exit plan and handover.
Selected experience
Examples of organisations I have worked with (names shown without logos).
- Ford
- GE Medical Systems
- Merck
- Sun Capital Partners Europe
- Koopman
References and context available on request.
Contact
Get in touch
Calling is the fastest way to start. If I miss your call or message, I respond within 1 business day. Principal-led by Erik van Egmond.
Working style
- Confidential by default; references upon request.
- Limited parallel engagements to protect quality and speed.
- Clear scope, cadence, and “definition of done”.