Ruud Haket

Experience

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  ISO service group b.v.

  Jan 1993 - Jan 1995

  General Manager Operations

  I was a member of the Board of Directors, and was responsible for managing the operational organisation (in house services, field services, call despatch, procurement and warehouse and distribution).

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  ABS All Brake Systems bv

  Jan 1995 - Jan 1996

  Interim Manager Internal Organisation

  I was responsible for the internal organisation of this brake specialist.

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  NedTrain

  Jan 1996 - Jan 2003

  NedTrain’s National Logistics Centre was a start-up organisation. Its role was to provide spare parts to the maintenance service from a single procurement and logistics centre for the entire Dutch railway system. When I took on its leadership it had no staff, money, or premises. I was also one of the Directors leading the whole maintenance company. Key Selected Achievements:• Reducing down time of rolling stock (up to ten trains a day) through faster maintenance, significantly reducing the costs of the Dutch railway’s spare parts provision and improving customer satisfaction. • Delivering in ten months a national organisation with a logistics operation to procure and supply all spare parts for minor maintenance of the rail system with 95 staff and a €120m turnover (phase one). • Creating a core project team of Dutch railway and contractor staff to deliver this, selling a single vision and creating seamless joint working to deliver the entire system including an SAP implementation.• Subsequently creating a full service spare parts service for all maintenance of the railway system, strategically, not responsively, ordering parts, boosting availability from 95 to 98%.• Leading a major culture change throughout the organisation’s engineers to deliver this major change in the railway’s maintenance culture, coping with their loss of control. • Centralising procurement of 40,000 part numbers from a global supply chain including Bombardier, Knorr Bremse and Siemens and creating a logistics system with national overnight delivery of ordered spares by 4am. • Designing and fitting out a new warehouse complex for this national procurement, storage and logistics organisation.• Reducing staff sickness (from 8% to 2.5%) raising morale by creating a strong group mission to deliver this exciting national initiative, through my own high visibility and close attention to staff needs. Show less

  • Director of Purchasing and Logistics

    Jan 1998 - Jan 2003

  • Manager Service Bedrijf Zuid

    Jan 1996 - Jan 1998
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  Abellio Group

  Jan 2003 - Dec 2004

  Engineering Director

  I was responsible for the development and implementation of rolling stock and maintenance policies for the foreign franchises of NS.I led the rolling stock and maintenance team within bid teams of Serco-NedRailways in the UK and for NedRailways in other European countries.

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  Northern Rail

  Dec 2004 - Feb 2010

  Engineering Director

  In addition to my role as Bid Director (see above) I held Board Level roles crucial to Abellio’s successful expansion in the UK. I managed up to 900 staff, a budget of around £140m, plus 290 rolling stock units and external maintenance contracts. Key Selected Achievements:• Won the £600m turnover, 5,000 staff franchise from the Department for Transport to run Northern Rail. • Delivered significant profit and efficiency gains in the crucial first two year of the Northern Rail contract, avoiding a Government option to end the contract and exceeding Abellio’s financial expectations.• Persuaded public and private sector stakeholders (the Passenger Transport Executive, the Department for Transport and Siemens) to fund rolling stock otherwise planned for withdrawal from service. • Successfully doubled the reliability of Northern’s rolling stock in two years, and immediately improved the safety culture by insisting trains exceeding their mileage were pulled from service. • Merged the engineering departments of two separate companies as Engineering Director of Northern Rail, negotiating common terms with unions, staffing a new organisation and risk managing exits. • Modernised the antiquated working practices of the merged division, first using Lean methods to liberate resources, the changing processes and insourcing heavy maintenance to improve reliability.• Implemented strategic planning (“a slot plan”) for maintenance, moving away from a purely reactive service, reducing the down-time of rolling stock and improving their long-term reliability. • Delivered challenge and constructive internal criticism to the Abellio-Serco JV to run the Merseyrail and Wales and Borders franchises.• Designed and delivered the engineering sections of the successful Northern Rail bid, including an option for introducing cost effective Chinese rolling stock. Show less

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  Abellio Group

  Sept 2008 - Feb 2012

  Bid Director

  I held this job co-terminus with my Northern Rail Engineering Director role until 2010, and full time after that. I led all Abellio’s major bids as it successfully expanded its market share in the UK. Key Selected Achievements:• After 2010, professionalised the Bid Directorate, hiring top quality experts in all relevant areas including customer services and quality control and proper PMO procedures. • Pre-qualified for numerous bids, including first for the Essex Thameside and Greater Anglia franchises. • Successfully delivered the “must win” Greater Anglia bid under heavy pressure from Abellio’s international HQ, positioning Abellio directly for a subsequent win of the Scotrail franchise. Show less

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  Abellio Greater Anglia

  Feb 2012 - Jan 2014

  Managing Director

  Abellio is the international arm of the Dutch national rail operator and has a turnover in excess of £3bn, operating in four countries. Appointed as Mobilisation Director after winning the franchise, and then Managing Director, I turned around the company. A P&L of £650m and 3,000 staff. Key Selected Achievements:• Successfully negotiated contracts with leasing, insurance, maintenance and other companies in the three months prior to the bid going live, ensuring continuity of service and the promise of improvement. • Influencing MPs along the Great Eastern corridor to ensure the next East Anglia franchise would include new rolling stock and substantially faster journey times. • Personally designed, implemented and led a successful turnaround programme (with robust governance including a PMO) for this severely challenged business, beating the operational performance target (92.5%).• Plugged a shortfall in revenue by ending loss making contracts), revamping the station retail offering, increasing the amount of third party funded station project work and identifying additional quick, risk free, operational savings. • Managing relationships with local MPs to neutralise negative media coverage caused by the change in the retail strategy and the termination of several shop owner leases. • Turned around dysfunctional senior management arrangements, creating a functioning, highly skilled Board of Directors through reorganisation and recruitment. • Solved a potential crisis caused by the absence of any plan to cope with the London 2012 Olympics, quickly meeting Olympic Delivery Authority and police safety standards, and delivering 95% punctuality. • Designed and implemented a plan to cope with the harsh winter of 2012-2013, keeping services running while preventing excessive damage of the franchise’s rolling stock. • Improved staff engagement by more than 20% in 18 months, and cut weekend closures from 26 a year to 10. Show less

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  Keolis UK

  Feb 2014 - Dec 2015

  Chief Operating Officer

  Keolis is a French multinational running customer transport services of almost every kind. Its turnover is around €5.1 billion and it employs 54,600 people in 15 countries including the UK. I was headhunted as the Chief Operating Officer and Bid Programme Director for all the company’s UK companies. These included the Govia Thameslink Railway, Southeastern, London Midland and First TransPennine Express franchises. It also operates the London Dockland’s Light Railway (DLR) and Nottingham Tram (NET). Key Selected Achievements:• Managing the performance of the Managing Directors of the DLR and the Nottingham Tram franchises, successfully ensuring that results met the Paris HQ’s expectations.• Introducing a new safety management system, implementing rigorous central directives from the parent company, appropriately modified for local circumstances and laws. • Successfully leading several major franchise bids, including for the East Coast Intercity Franchise, TransPennine Express and the £100m per annum contract for the DLR.• Creating a standardised model for the delivery of major bids, with constant processes and quality standards, reducing cost by 20% as Keolis bid for more and bigger franchises. • Negotiating joint ventures with commercial partners, including to bid for city bike schemes. Show less

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  Netherfield Partners LTD

  Jan 2016 - now

  Interim Manager/Director and Consultant

  Netherfields provides interim management and consultancy to organisations and businesses, in any area where excellent customer service to the general public is key to commercial success. My interests and specialties include, but are not limited to:1. Operational management of multi location companies on an interim basis;2. Leadership and support for large scale bids for new contracts;3. Change management;4. Coaching of executives and boards.My value to clients is the result of 27 years board experience in manufacturing, services and transportation industries, and associated industries including retail and government relations. Show less

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  Serco

  May 2016 - Oct 2017

  Interim Bid Program Director

  Serco Group Plc. is a global outsourcing company listed on the FTSE 250. The business operates public services contracts on behalf of (local) governments all over the world. The turnover of the company is around £3.5 bn. In the Middle East the company is currently active in the Emirates, Qatar, Iraq, Bahrain and Saudi Arabia.The company is currently bidding for two major metro and tram contracts in Saudi Arabia (£3bn) and Qatar (£4bn) in parallel. I have led both bids, which have been submitted within budget and on time. Show less

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  Siemens

  May 2018 - Dec 2018

  Interim Consortium Operations & Maintenance Manager

  Siemens KSA is the leading electrical infrastructure supplier in Saudi Arabia in the areas of Industry, Energy, Healthcare and Infrastructure & Cities sectors. It is pioneering in energy efficiency, industrial productivity, affordable and personalized healthcare and intelligent infrastructure solutions. As part of the BACS consortium Siemens is building Line 1 and 2 of the Riyadh Metro system.As Consortium O&M Manager I was responsible for coordination of the production of all O&M documentation and the single point of contact for the Operator that will run the Metro after Handover. This will include negotiations with the client on documentation and handover and the coordination of the training of Operator staff and the handover process Show less

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  CAMCO

  Jan 2019 - Apr 2020

  Interim Managing Director

  Capital Metro Company (CAMCO) is a RATP Dev subsidiary (in joint venture with SAPTCO) responsible for mobilising and subsequently operating and maintaining Line 1 and 2 of Riyadh Metro (63 km track, 40 stations).During the mobilisation phase CAMCO is developing all processes and procedures to enable the safe and efficient operation and maintenance of the Lines and to operate the companies. Processes and systems developed include:• Operating and Maintenance procedures including asset management• HR processes including the recruitment and training of 1200 staff• Procurement and management of major contracts as Transit System maintenance, FM and Security• IT systems supporting Finance, HR, Asset Management, staff planning, HSQE, etceteraAs Managing Director (General Manager) I was overall responsible for the company towards the shareholders and the client. Show less

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  KPMG - TMA-Global

  Jul 2021 - Jul 2022

  Strategic Consultant Metro O&M Outsourcing

  As part of an international consortium of consultants I am advising an Indian client on the outsourcing of O&M activities for 2 metro systems. This includes developing the outsourcing strategy, market sounding, developing the tender and the actual tender process.

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  Luton Rising

  Dec 2021 - May 2023

  Project Director DART

  Luton Rising (London Luton Airport Ltd) is the owner of London Luton Airport. The company has invested around £300m in a new fast connection between Luton airport parkway station and the airport. The Direct Air-Rail Transit is a double cable hauled metro with two large stations either side. As Project Director I was responsible for the project turn-around to ensure a safe opening of the system in Spring 2023.I was responsible for:• Finalising the construction• Integrating the activities outsourced to several contractors• Mobilising the operations• Building the client organisation• Negotiating all operating contracts• Managing commercial disputes• Coaching the incoming management team Show less

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  BES Group

  Sept 2023 - Mar 2024

  Interim Director Infrastructure

  BES Group is a Private Equity backed group of companies supplying testing, inspection, certification and compliance services for a wide range of assets such as infrastructure (tunnels, bridges, etc), machinery and electrical systems. I am responsible for the Infrastructure sector within the business.