Maarten Schouwink

Integrity, respect and transparency are my personal core values. I am an engaged, results-driven, structured and energetic team builder with a pragmatic approach. My focus is on creating an environment in which employees can perform at their best by setting clear and realistic goals, responding decisively, and taking appropriate action.

Within teams, I contribute as a fact-based and considerate professional who challenges discussions constructively while maintaining focus on strategic objectives. I am passionate about collaboration, connecting people, and understanding processes to drive sustainable team success.

Director Parts & Service at Zeppelin Equipment (former Pon Equipment) (2018-01 – Present)

Responsible for parts & service sales, service operations, assembly, technical support, product development, service marketing and HSE (250 FTE). Member of the Management Team of the Zeppelin Equipment NL group.

• Implemented new service propositions and a machine rebuild strategy, resulting in double-digit year-on-year growth of the service & parts business.
• Built and strengthened the relationship with OEM Caterpillar, achieved multiple targets, and became a best-in-class dealer in several areas, resulting in dealer performance bonuses and awards.
• Established a Customer Solutions department focused on the transition from offline to online services, service contract management, and the implementation of innovative digital tools.
• Restructured the organization due to the Covid impact and the implementation of a new ERP system.
• Introduced a company-wide safety program, significantly strengthening the organization's safety culture.

Manager Service & Operations at Bakker Sliedrecht (2016-01 – 2018-12)

Responsible for service operations, testing & installation, service administration, warranty and fleet management (100 FTE). Member of the Management Team. Major themes have been the integration with Pon Asia and the merger with RH Marine.

• Developed and implemented a service strategy, transforming service into a strategic business pillar.
• Designed and implemented new service propositions.
• Improved employee satisfaction and introduced a stronger focus on lean processes in preparation for ERP implementation.

Service Director at Pon Power (2012-01 – 2016-12)

Responsible for service operations, technical support, product development, engineering and assembly (270 FTE). Member of the Management Team. Joined during a failing restructuring, managed to turn it around and built a successful service team.

• Achieved a platinum status from Caterpillar for service excellence and performance.
• Developed and implemented a strategy positioning service as an independent business stream, including an optimized branch footprint. Opened two new service branches (Eemshaven and Maasbracht).
• Prepared and implemented a reorganization in response to market downsizing within horticulture.
• Made the change towards standardized products within engineering and sales.
• Fulfilled the role of Compliance Officer.

Delivery Manager & Team leader Service at Pon Equipment and Power Systems (2009-01 – 2012-12)

Fulfilling the position of Delivery Manager for the Clockwork project, concerning the business re-design and ERP implementation within six operating companies of Pon in Scandinavia and The Netherlands. As Delivery Manager responsible for day-to-day project management. As Team leader Service, responsible for the progress and performance of the Serviceteam.

Manager Service at Pon Power (2005-01 – 2009-12)

Responsible for service operations marine (national and international), service workshop, toolshop and laboratory (100 FTE).

• Developed a strategy and organizational structure enabling global service delivery with local presence.
• Initiated strategic partnerships with customers to support global service.
• Tripled the service turnover and expanded the service organization by doubling the number of FTEs through recruitment, training, and retention initiatives.
• Transformed the workshop into a commercial facility while creating an environment for apprentice education and development.
• Modified the processes and way of working resulting in recognition as the world's first five-star Caterpillar engine dealer for Contamination Control.
• Implemented the Technician Career Development Plan (TCDP).

Interim Service Director at Pon Power (2005-01 – 2007-12)

Responsible for service operations across six branches, supply chain, technical services and the Customer Support Center (250 FTE). Two periods of five months. Implemented a new remuneration policy based on a revised accountability framework.

Supervisor service branch at Geveke Motoren (Pon Power) (2001-01 – 2005-12)

Responsible for two service branches (35 FTE), primarily focused on electric power generation services. Accountable for the performance of customer service agreements.

• Developed and started a new branch in Heerhugowaard.
• Introduced operational annual planning for all branches and developed a more customer-focused department.
• Successfully shifted maintenance activities from corrective to preventive maintenance, resulting in a healthy and sustainable contract portfolio.

Management Trainee at Geveke Motoren (2000-01 – 2001-12)

Post-HBO Business Studies in Business Studies – Transfergroep (HES) (2004-01 – 2005-12)

Technische Bedrijfskunde in Technical Business Studies – Technische Hogeschool Rijswijk (1996-01 – 2000-12)

HAVO and VWO – Het Streek (1992-01 – 1996-12)

MAVO – Vossenvelde (1988-01 – 1992-12)