In conversation with Rob Koppen, Finance & Sales Leader, Partner of CFO Netwerk and B&B Owner

To be able to understand better what a C-level finance leader is doing exactly and to learn from an experienced freelancer and entrepreneur, we had a chat with Rob Koppen.

Rob is a (freelance) CFO and Sales Director and Partner of the CFO Netwerk. Rob was one of our first clients and we are grateful to collaborate with an inspiring executive like him. His experience is mainly in consultancy, IT, Cyber Security and Telecom, in the field of interim, change and crisis management. His last assignment was Director Finance & Support (statutory) at FOX IT. His last project was to set up a deployment program for S&OP (budget € 100 million) for Heineken. Next to that, he and his wife Jolanda are the proud owners of their B&B.

1. Rob, how do you become CFO Netherlands of Capgemini? 

I have been working for 7 years within Capgemini in leaderships roles like division director and sales director. I had a broad and deep understanding of the business. This is an essential first step in a corporate career. In earlier days I had developed strong financial knowledge as a financial auditor and EDP auditor. Later on, I implemented a lot of financial and consolidation packages as a consultant which brought me a lot about financial processes and the related IT including the broad consultancy skills. Summarized, financial knowledge, knowing the business, developing leadership competencies and mainly invest in your relationships and understanding the interests of the people around you. And honestly, in the end, you also need to be at the right time in the right place. Of course, you need to be able to spot the opportunities and take your chances.

2. Which achievement are you most proud of?

I’m proud of a lot of achievements, but if I have to choose I will name these two:

In 2008 I initiated a cost reduction program to cut the overhead cost with about 10%. One project was to change to flexible workplaces. I started with the board including myself and after that the rest of the organization. Top-down. In most cases, it is the other way around and hence the change is not always successful. In change management, it is very important that management gives the right example for new behaviour. “Practice what you preach.” The other thing is that I managed to get all the laptop’s and phones out during international physical meetings in the Management Team of the Group CFO. Before I failed in the international sales meeting to do the same. Nowadays it is almost impossible to get this done, but still valid. You only need to be persistent to get it done.

3. What is your main observation as a leader about the differences between a big corporate and a mid-size company?

In large corporates, the overhead, the planning and control processes are large and complicated. At Capgemini for example, I had a lot to oversee with a turnover of € 1 billion and 5.000 employees in the Benelux. Your responsibility is huge and this is very complex and also exciting. You have to relate with lots of people in your own country but also worldwide and still, you should realize that you only know a few of the people that are doing the actual work. The shorter the lines and the better you know the people who actually do the work, the closer you are to the real business. This is the charm of a smaller company. But both types of companies have their own charm and gave me pleasure to work for. I guess you have seen the explanation of Pieter Zwart from Coolblue. This was very recognizable for me.

4. Why did you join the CFO Netwerk and what is your ambition? 

I have been self-employed for 7 years. Alone is alone and I needed people around me with the same background and experience level to keep developing in content, the proposition to the market, having an office and mutually acquire assignments. CFO Netwerk is an ambitious group of roundabout 20 professionals that attracted my attention because they are highly experienced professionals with a solid track record and simultaneously have a modern and fresh view on how to give financial support to their customers. My ambition is like it always was because I still get energized doing assignments or interim roles in various positions (CFO, CEO, Sales Director or Program Manager/Director) to make things happen or change in large corporates or smaller companies. Helping with improvements or solving a crisis situation gives, on one hand, the feeling of being independent but also the feeling of socially responsible. With my experience, I can have a positive impact on multiple peoples lives and I enjoy that very much.

5. And last but not least, tell me about the adventures of founding your own B&B in Germany, together with your wife Jolanda?

Haha, this is quite an adventure indeed! It is the smallest company I have worked for with only one colleague, that is tot say, my lovely wife, Jolanda. In 2012 we bought an old farmhouse which was built in 1798. It is located just across the border in Germany, close to Hardenberg en Coevorden. Our idea was to create a B&B with the facilities to receive management teams and smaller teams for (facilitated) meetings, workshops and team coaching. We have up to 8 rooms for guests, a meeting room (100 m2, you can see in the photo above when you guys were visiting us)) and a separate dining room. Next to that, of course, we also receive lots of tourists and business people just for a regular stayover. It is very nice and since the start, 7 years ago, we score a 9.5/9.6 at Booking.com. I developed it with my wife and my wife is running it know. I am very proud of her! Have a look yourself on www.hofstedederiekesmit.nl (or .de or .com).

Thank you so much, Rob, for the inspiring conversation & collaboration and delicious dinner!

Want to know more about CFO Network or B&B Hofstede De Rieke Smit? Get in touch with Rob now.

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