Boels CFO on speeding up transformation

After a successful career with leading firms such as Shell, Jan Piet Valk took on the CFO role at Europe’s second-largest tool and machine rental company Boels almost four years ago. A driven manager who always aims to make the most of each day, Valk is committed to the further development of the family firm and its people.

In conversation with Ingeborg Smit, partner at PwC, he talks about the current transformation at Boels and how to get people onboard. ‘Our CEO and shareholder Pierre Boels sees the world in three phases, namely becoming, being and ending. Our goal is to constantly remain in the “becoming phase” by always being future-oriented.’

Valk didn’t rush into things after receiving the offer from CEO Pierre Boels to join the family business in Sittard. ‘I really wondered whether, as CFO in a family business like Boels, my experiences could contribute enough to the decision-making and transformation that I felt was needed and where my expertise lies. As the second generation at the helm with over forty years of service to the company, I thought Pierre might wish to keep hold of the reins himself. My concerns proved unjustified and we work very well as part of a close-knit team that makes all the key decisions together.’

Ongoing innovation at Boels is important to Valk. In partnership with a team from PwC he has spent the past year further professionalising the firm’s financial operations, including the integration of SAP S/4HANA as a new system. ‘The company was using an outdated system and processes which took up too much time and incorporated the accounts of the twelve European countries in which Boles operates. With SAP S/4HANA, the entire process is largely automated and harmonised across the twelve countries. This means we work more efficiently, albeit in a different way than our people were used to.’

Smit, a specialist in technology consultancy at PwC, was often present in Sittard along with her team to support the Boels staff. ‘The majority of people at Boels have a long history with the company and need to be introduced to a new way of working. This is quite a challenge as they’ve been doing things for years in a way that works for them. The SAP system standardises a number of financial processes; everything is new but also faster and more efficient. Nonetheless, in a family firm like Boels, you never forget that the core business is renting equipment and that a system like SAP S/4 HANA takes second place.’

‘It was a wonderful experience to work with PwC,’ adds Valk. ‘We finally went live with SAP S/4HANA in twelve countries on 1 April this year without any problems. The timing was exactly as agreed and a fine achievement by our organisation as well as the people from PwC who guided us through the process.’

According to Valk, it is vital to know your staff well if a transformation is to succeed. ‘You have to be aware that you are working with people who hold different views and reference points. No one is the same and everyone at Boels has a different background. As a manager that means you also have to look at what someone needs and delve into other cultures so that they feel comfortable with you.’

‘I always seek a good relationship with people and find it a pleasure taking them to the next level and working together. Although it sounds like a cliché to say that a game is not won by eleven individuals on the pitch, it really is true. You need to involve the entire company in the game and the outcome when you celebrate success. Everyone then feels included… And they are!’

Smit: ‘Anyone can install a new system, but it still needs to be successfully integrated among staff. At Boels, employees have a say in what we change, are made to feel confident and are included in a different way of working. That’s the success story at Boels’.

According to Valk, it is also important to offer staff a good overall perspective on what is happening: ‘I always tell my colleagues that transformation is not a threat but an opportunity as it will mean we spend less time on administrative tasks. The fact that we are increasingly automating and harmonising means we are working more efficiently and fewer people have to perform certain tasks. While the lower levels of our pyramid may then become smaller, Boels really does offer every opportunity to develop and progress higher up that pyramid. The ongoing growth of the company will always make that possible and ensure Boels remains a very attractive employer to both our people and new talent.’