Van Berge Henegouwen (VBH)’s Post

As CFO/COO of FourFront, my responsibilities span across finances, legal matters, HR, operations, and more. Since HR isn't my favorite aspect of this role, I'm grateful to have a fantastic Office/HR Manager who adeptly oversees this area. Shout out to Christina DeSandro-Lewis. However, there is one aspect of people management that I find particularly enjoyable and fulfilling—mentoring. For me, one of the most rewarding aspects of mentoring is guiding others to uncover the essence of the "why" behind every task, approach, or policy. Explaining and exploring the “why” has an added personal benefit as well. I find that it keeps my perspective fresh, allowing me to either challenge or confirm underlying objectives, requirements, or motivations. It’s also a testament to the FourFront culture of continuous improvement and our leadership approach that nothing is set in stone. In my experience, understanding the "why" isn't just about going through the motions; it's about cultivating a deeper sense of purpose and ownership in our work. When we grasp the underlying reasons behind what we do, we're not just following instructions; rather, we're actively engaged in the process, seeking ways to improve and innovate. Fostering a culture that values this inquiry into the "why" is key to nurturing proactive engagement and driving innovative solution-finding. It encourages individuals to think critically, challenge assumptions, and explore new perspectives. By empowering others to explore the "why," we unlock a wealth of creativity and potential within our teams. We move beyond mere compliance to genuine comprehension and collaboration, paving the way for meaningful progress and growth. As formal or informal leaders, let's continue to champion a culture where understanding and exploring "why" is encouraged and celebrated. We can ignite a spark of curiosity that fuels innovation and drives us and our teams toward personal and professional excellence. #Mentorship #Innovation #CultureOfCuriosity #WhyMatters

Here We Grow! With over a decade of experience in roles as Director, Manager and Coordinator, I’ve had the opportunity to lead in both unionized (from both sides) and non-unionized environments, managing the full employee lifecycle—from recruitment and onboarding to labor negotiations and policy development. I’ve also managed financial operations, managing multimillion-dollar budgets and providing detailed financial reporting for strategic decision-making to stakeholders. I'm passionate about creating collaborative, inclusive workplaces while ensuring financial stability and operational efficiency. I’d love to exchange insights on leadership, labour relations, budgeting, and change management. Let’s connect, share knowledge, and support each other’s growth! #HumanResources #Finance #LaborRelations #ChangeManagement #Leadership #Budgeting

Do you need to be technical to work at a tech firm? In an ops role, understanding software development and the product is key, even if you're not highly technical, but operations leaders excel in their roles without extensive technical knowledge. Building a cohesive team is about blending diverse skill sets and personalities that align with the company culture to deliver the mission and vision.Different business functions demand varying expertise, all unified by shared values. I can’t create software, but I understand software development, for example. Engineers can’t create, implement and embed business functions and run operations, or deal with stakeholders in the same way in which I can, but they will have a high level understanding. We should foster cross-functional understanding within the team, but you cannot be an expert at everything, despite my best efforts! A high performing team doesn't require identical skill sets. Each member's expertise together contributes to acting as a well-oiled machine. The real challenge lays in hiring the right individuals tailored to their roles, and that is why you need me as your start-up Chief of Staff…I have experience in building teams on both the HR and operational sides, with extensive experience in recruitment and people management.

Great Place to Work: Why some organizations are not able to attract or retain talent even after having a decent brand name for their product/service? After my Me-time and started my regular professional activities, I tried connecting with people across industries and one such organization gave me a little negative vibe when connected. They lost many senior leaders in their HR functions in last 2 months ranging from Group HR, AVP, GM, Manager so on and so forth. With the multiple interactions with them over a good duration, I can only say the senior management did not realize the loss for the organization in building effective future proof manpower. Unfortunately, most of the functions in this organization are headed by people who are good in their core function (construction) and getting the work done with imparting pressure on their subordinates. They have no exposure in terms of developing people or nurture the talent in support functions. Very few understand the difference and long term gain of having a strong support function, HR being one function where the quality of people can't be compromised. In most of the unorganised sectors, people have misconception of HR function as just Hiring, compensation, exit formalities because they are exposed to working with only such HR people who would have done a switch over of job functions in their career. They don't have the capability to understand the output of real support functions. Since these organizations do not have right manpower to identify and recruit right people; It lacks analytical capability to identify right people to build the strong team. Result is organization is bound to fail unless it makes it functions stronger with experts from same functions if it is looking for a marathon and not just a sprint. " Honored as Great place to work" but reality is not so and hence the high attrition. People who have got good network at various levels have their own ways to spread about the work culture or about leadership style outside the organization over a period of time. It takes a lot to rectify the negative impact. But takes little effect to stand corrected If you are one of the board of director/ founder of the organization and if you are reading this article, My suggestion would be- try to keep every function as independent one and not make any function (accounts, HR, Admin,..) to report to core business function (construction). Core business will influence other functions and even if you see success in business performance, the long-term result be devastating over a period of time. Exceptions are always exceptions and not a part of main stream.

I am working Manager posting 2023 Main work people easily analysing quick decision making Organizing: Arranging resources (people, materials, and finances)maintain to achieve the plan. This includes creating structures and systems to ensure tasks are completed efficiently.Controlling: Monitoring and evaluating performance to ensure goals are met. This includes setting performance standards, measuring actual performance, and taking corrective actions when necessary.Problem-Solving: Addressing issues that arise in the course of operations. Managers need to identify problems, find solutions, and implement those solutions effectively it is a main purpose manager.

Identify needs before hiring or promoting people into managerial roles The functions a manager will be responsible for depends on the size and scale of the organization. It is important to understand the role a manager has to play and clarify the kind of work the job entails in the job description. In a growth business, a manager should spend 60 percent of their time in a working role creating value for the business and 40 percent on admin duties such as budgeting, planning, administration and leading people. However, that ratio might change as the company evolves, with admin duties taking up more and more of management's time. It is better to hire people from medium-size companies with experience as working managers. It can be very difficult for someone who has served in a pure management role for any length of time to return to a working management role.

Why Interim-Manager? In the last weeks and days I was asked numerous times, why I choose to be an Interim Manager, why I wouldn’t consider to be an employee again. First of all, each new project is a challenge – to be fair, also a role as an employee can have ongoing challenges 😉. But as Interim you always know you will start in a rather bumpy environment, and aiming for the goal to settle things. Being in the area of HR it is definitely also about people. Getting to know all different kind of people, interesting ones, challenging ones, but mostly great people. With some you will stay in touch even after the project is over, sometimes the contact will vanish, but hey, you are still always somehow connected through LinkedIn. Having said all this, don’t be mistaken, you will never be successful if you don’t hit on people, employees, employers, who are willing to go the way with you, who are willing to pull the rope on the same side. I am just coming out of a project that originally was set up for four months, at the end it was almost a year. After this long time as an Interim Manager, you get very attached to the people, the ones locally and the ones you only met on regular remote basis. It was a project where I was fortunate to be working with a great HR team that was more than willing to walk the talk. Who transformed, each of them, above and beyond their tasks. While we found a great person to take over the position on a permanent base, I will miss them. All the employees, management, as well as everybody else, was open and more than willing to go along. And the great, continuous support I received from all the corporate people, in HR, but also in IT, Finance,…..wherever they are. At the end of the day this is why the project had a positive impact, because everyone was working together as a team. With some even as a dream team. Thank you

Couple of days back one of my candidate for HR manager position was asking me whether he should take the position with my client or the other offer he was holding.If i had told him to join my client, i would have been for sure benefitted, but rather advised him to ponder into his upcoming role and growth prospects and decide. He took the right decision which will stand him in good stead. #role #growth #sustainability

Finance leaders…this one's for you. Don't get cocky.   We are seeing a significant increase in candidates starting to "half look" or "passively keep an eye out" at the Senior Finance Manager level and above.   Given the ultra cost conscious environment, most finance functions are struggling to get additional resources and many are feeling overworked.   We are in an employer led market at the moment, but this won't last forever. The tide will turn…   (Soon I hope, for us recruiters)   While you may think people won't leave in this market, don't get complacent. Now is the time to ensure your team is happy.   The last thing you want is half your team leaving the business when the market turns and it is roles galore.   Which according to those of us with a crystal ball in the recruitment world, could be at the end of Q1 2025. I'd be interested in hearing how finance leaders are managing team satisfaction given the cost constraints within most businesses at the moment. 🍋🍋🍋

One of my mentees, a mid-level manager (manager in the Finance department of his company) asked me "You say that I need to broaden my thought process to prepare for senior leadership role. What is the starting point?". Our conversation went as follows - Me: "What is the most important function you and your team carry out on a regular basis?" He: "We need to get the employees' salaries processed by the last working day of every month, no matter what". Me: "By making it on time, you ensure that your company's commitment to your employees on salary credit will be met. Have you ever thought of the underlying motivation behind that commitment?" He: "Not really, any clue?" Me: "I think this could be a starting point for you to broaden your view. Maybe I can give you a lead here. Employee satisfaction is the primary factor". He: "Hmm, I agree" Me: "Once you've identified this factor, you'll be able to think of other ways in which your team can contribute to employee satisfaction. Brainstorm with your team and present some concrete ideas to your senior management." He: "This is pretty useful. I'll go deeper into it." --- As a mid-level manager, what was/is your starting point for broadening your thought process? I am looking forward to your comments. #middlemanagement #middlemanager