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PAST ASSIGNMENTS
PROJECT DIRECTOR, a.i.
September 2005–May 2006
Rabobank
In the context of the merger of four regional branch banks (Rabobank Land van Cuijk & Maasduinen, with approximately 375 staff), Eric Teunissen was accountable for the program and project management of a bank-wide research and design (relocation) project, reporting to the multidivisional CEO. He also oversaw related building activities and was responsible for designing a breakthrough project management template—an "architectural diagram" for organizing large-scale industrial relocation projects.
Although exclusively designed for Rabobank, this disruptive management model may serve as a world-class benchmark for the international relocation industry. The project team consisted of 60-70 members.
The project received international acclaim and was awarded a Benelux Enterprise Award. Division Group was named 'Best Banking Temporary Management Resources Provider' by EU Business News in 2020.
In 2023, Acquisition International awarded Division Group a Worldwide Finance Award for developing its innovative interim management services for leading and managing M&A programs.
PROJECT DIRECTOR
December 2001–June 2002
Van Nieuwpoort Groep
For his most senior assignment (2001-2002) during his tenure at Van Nieuwpoort Prefab Beton (approximately 650 staff), Eric Teunissen was responsible for managing a company-wide strategic project as project director during the planning and engineering phase, reporting directly to the company's COO.
In a collaborative effort across the company’s four product divisions, the objective was to develop a breakthrough building concept as a new customer service. This concept involved the design, engineering, manufacturing, and assembly of precast concrete construction elements for residential construction projects.
The pilot project included 70 residential homes in the Netherlands, with Eric Teunissen overseeing a nine-person cross-unit, cross-functional team.
PROJECT MANAGER
September 1999–November 2001
Eric Teunissen established an engineering team for the product group's engineering and planning department (approximately 60 staff) to engage in outsourcing engineering activities, accounting for 30% of the yearly production budget or 300,000 m² of hollow-core floor slabs. This initiative was carried out in collaboration with an engineering firm in Prague, Czech Republic.
The main objective of the project was to create sufficient engineering capacity for the product group Flooring Systems (approximately 350 staff) to ensure timely order fulfillment. The project team consisted of 5-6 structural engineers and draftsmen.
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