Joep Oirbans

As Managing Director of Paardekooper Horti, I led several turnaround initiatives aimed at improving operational efficiency and long-term viability. Key accomplishments include: - Implementation of a new ERP system (Microsoft Dynamics 365) - Completion of a major restructuring program - Consolidation of warehouse operations from four to two locations - Exploration of new ownership structures in cooperation with strategic and private equity partners Despite significant efforts, Paardekooper was declared bankrupt in August 2025. I concluded my assignment working with the trustees (curatoren) through October 2025 to ensure a smooth transition.

As Interim Finance Director, I worked on several initiatives to strengthen Paardekooper’s financial foundation and support a broader turnaround. A key focus was developing detailed cash flow models that gave banks, auditors, and management clear insight into upcoming challenges and funding needs, helping to guide sound financial decisions. I was also closely involved in liquidity management and stakeholder communication, ensuring transparency and alignment across all parties — from financial institutions to the executive team. This close collaboration helped maintain trust and create the clarity needed during a demanding and transformative period for the company.

At Superunie, a purchasing cooperative serving multiple Dutch retail chains, I was responsible for all finance functions within the organization. My teams covered Accounting, Supply Chain Finance (for Superunie’s private label products), and the Bonus team, managing supplier rebate programs. Key achievements include stabilising the finance organisation and implementing Microsoft Business Central, improving both financial insight and process efficiency across the company.

As Finance Manager, I was responsible for all financial and business control activities, including Accounting, P2P, O2C, and R2R processes. I managed group reporting, the budget cycle, audit, and financial statements, ensuring accuracy and alignment across the organization. During this period, I also supported the integration of a newly acquired business and led initiatives to further develop and professionalize the finance function, strengthening both structure and performance within the team.

Development and execution of strategic changes in team and go-to-market for commercial customers.