From Young Executive to Manager Operations - Wies ten Vergert

From Young Executive to Manager: Leadership and Process Optimisation in Practice
'After an interesting and instructive period as a Young Executive, in which I fulfilled diverse assignments in healthcare, retail and aviation sectors, I transitioned to a managerial role. That transition was more than a job change; it was an opportunity to put everything I had learned into practice and develop my own leadership style.'

Practical experience: the basis for growth
As a Young Executive, I worked on various projects, from process improvement to project management. Gradually, I discovered that my strength lies in making processes tangible. That insight led me to Operations Solution, where I further deepened my knowledge. The highlight was the Black Belt training, a ten-day course based on Lean Six Sigma. Here, I learned how to eliminate process waste and structure long-term projects. I use this methodology daily, for example, in my current assignment as Black Belt project manager at Asito, where I implement process improvements in cleaning aircraft and terminals at Schiphol Airport.

Moving into leadership: Operations Manager a.i. at SPITS
After my time as a young executive, I had the opportunity to work as an operations manager, a.i. at SPITS, part of Alliance Healthcare. In this role, I led a team of manufacturing leaders. My primary responsibilities included hiring new production staff, getting the team occupancy in order and improving team collaboration. This experience not only gave me insight into operational management, but also into motivating and developing people, an essential aspect of good leadership.

Operations Solution
'At Supply Chain and Operations, we work with a driven team that focuses on the five crucial areas within the COO's area of responsibility: procurement, supply chain management, operations & manufacturing, asset management and customer excellence. The people in our team develop innovative propositions and are given the space to make their own mark on the future of operations and supply chain management. With a strong focus on the needs of the COO, we are not only solving current issues, but also training our people to become the COOs of the future. We are ready to answer any issue and really make a difference, both with our customers and within our own solution.'

From optimisation to implementation:
Schiphol as a new challenge
After my time at SPITS, I switched to Schiphol, where I started as a Security Process Developer. I focused on optimising security processes for personnel and goods and also fulfilled the role of account manager for Customs.I am now working on a new challenge: implementing the European Exit and Entry System. This project requires meticulous planning, stakeholder management and a keen eye for detail. It is an excellent opportunity to expand my experience in process improvement and project management further.

Future vision
The transition from Young Executive to Manager has made me grow not only professionally, but also personally. For me, leadership is not only about results, but also about building strong teams and inspiring people. With this vision, I look forward to the next steps in my career, in which I want further to combine my passion for process optimisation and leadership.