Roel Smelt

Current

Project Manager R&D at Finn B.V.
Business Developer at TCE GoFour
Founder at Urgency Flow

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Past

Program manager at Energy4Life
Implementation manager at ING Insurances
Project and Implementation Manager at Blue Jonah TOC Consultants

Client Director at Goldratt Consulting
Chair of Steering Committee at Godrej and Boyce Tooling
Operations Director at Emrys / VivaCadena
Portfolio Manager at Air France KLM
Owner / Managing Director at Throughput Resultants
Consultant / Project Manager at Juris Kennismanagement
Consultant / Trainer at Sierksma Consulting Group
Internal advisor at Dutch Railways

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8 more...

Education

Theory of Constraints
Sociocratisch Centrum Nederland
Instituut voor Eclectische Psychologie

3 more...

Recommended

2 people have recommended Roel

Connections

277 connections

Industry

Environmental Services

Websites

Roel Smelt’s Summary

I'm a start-up and turnaround executive based in the netherlands.

My core concepts are:
- Flow is the number one consideration
- Brilliant ideas do excist in abundance
- It is all about getting the job done

I have realized significant bottomline results for large and mid-sized organizations like Nike, Air France-KLM and ING Insurances. As Director of Operations I have developed the IT-startup VivaCadena to maturity. For Goldratt Consulting I've supervised the operations for Viable Vision projects in India.

Flow is the number one consideration
Whether it's personal effectiveness, operational execution or company strategy. On all these three levels the optimization of the flow is the number one consideration.
It starts with concentration, expressing itself in elementary principles.
While focussing on the big picture (and not local optima) always trying to improve the flow in the totality of the system.

Brilliant ideas do excist in abundance
I believe in brilliance. Brilliance to solve problems, to see solutions and to bring current possibilities into a new perspective. Brilliance is not scarce in this world, it is there in abundance. The reason that it doesn't always lead to quantum leap improvements, is the application of brilliance.

It’s all about getting the job done
The application is a challenging and difficult task. And this is where I like to work. In a field with abundance of brilliance, translating brilliance into quantum leap improvements.

Roel Smelt’s Specialties:

Chairing international boards, Crisis & turnaround management, High-tech industries, IT, Supply chains wholesale & Retail

Roel Smelt’s Experience

Project Manager R&D

Finn B.V.

(Environmental Services industry)

March 2009 — Present (5 months)

Leading reseach & development projects, delivering innovative green products for cars, truck, ships, planes and buildings
Business Developer

TCE GoFour

(Environmental Services industry)

March 2009 — Present (5 months)
Founder

Urgency Flow

(Venture Capital & Private Equity industry)

November 2007 — Present (1 year 9 months)

Turnaround executive serving private equity firms and venture capitalists
Program manager

Energy4Life

(Environmental Services industry)

October 2008 — February 2009 (5 months)

Energy4Life focuses on the realization of a number of third generation energy technologies. Third generation means that these technologies are based on harnessing the forces of nature such as magnetism, gravity, high voltage electrical fields, the Coriolis force to name but a few.
Implementation manager

ING Insurances

(Insurance industry)

February 2006 — May 2008 (2 years 4 months)

Full scale implementation of Critical Chain Project Management at the IT-department of 800+ people.
Project and Implementation Manager

Blue Jonah TOC Consultants

(Partnership; 1-10 employees; Financial Services industry)

January 2007 — February 2008 (1 year 2 months)

Delivering reliability and cycle time reduction of IT projects within financial services.
Client Director

Goldratt Consulting

(Privately Held; Management Consulting industry)

January 2006 — October 2007 (1 year 10 months)

Overlooking and auditing customers in Europe and India, and internally setting up portfolio management.
Chair of Steering Committee

Godrej and Boyce Tooling

(Machinery industry)

February 2006 — October 2007 (1 year 9 months)

The Godrej Toolroom is one of the largest and most sophisticated tool rooms in India. Established in 1935, we have grown to become one of the most organized and professionally managed tool room facilities capable of handling any challenge in design, manufacture and testing of any kind of tool. No wonder we boast of an impressive client list from India and abroad as well.
Operations Director

Emrys / VivaCadena

(Management Consulting industry)

September 2000 — March 2006 (5 years 7 months)

Daily operations of a worldwide operating consultancy company in supply chain synchronization according the principles of the Theory of Constraints.
Portfolio Manager

Air France KLM

(Privately Held; 10,001 or more employees; Airlines/Aviation industry)

September 2004 — November 2005 (1 year 3 months)

Portfolio manager of all IT projects for KLM Internet Services, based on the principles of Critical Chain Project Management (Theory of Constraints).
Owner / Managing Director

Throughput Resultants

(Partnership; 1-10 employees; Management Consulting industry)

1998 — 2000 (2 years)

Setting up with a partner a consultancy company specialised on TOC Project Management.
Successful implementation at coach producer Bova.
Consultant / Project Manager

Juris Kennismanagement

(Management Consulting industry)

1997 — 1998 (1 year)

Consultancy in project management, quality management and knowledge management. As Project Manager deployed at (Getronics) Raet Personele Systemen and ABN-Amro
Consultant / Trainer

Sierksma Consulting Group

(Professional Training & Coaching industry)

1996 — 1997 (1 year)

Consultant in developing organizations: integral change management, strategy, personal development, negotiations, leadership, communications, etc.
Internal advisor

Dutch Railways

(Environmental Services industry)

February 1995 — February 1996 (1 year 1 month)

Establishing cohesive meeting and organisation structures between employees and management.