In this series, we speak with leaders about their first 100 days. What stood out? Which choices did they make? Which steps did they take? And how do they look ahead? Martin’s story shows how a combination of technical expertise, attention to people, and a structured approach in the first months can make a significant difference.
From Chemical Technologist to Plant Manager
Martin started his career as a Chemical Technologist, a background that helps him quickly understand how a factory operates. More importantly, it allows him to grasp how operators and technicians actually do their work. For Martin, technical knowledge is an essential foundation for implementing changes effectively and achieving improvements. Throughout his career, he completed Lean Six Sigma Green and Black Belt training, which not only equipped him with process improvement methodologies but also instilled a structured and results-oriented mindset. This journey took him from Engineer, through leadership roles in Maintenance and Production, to Plant Manager at Lemoine Holland B.V.
Listening, understanding and connecting
During his first visit to Lemoine’s factory, Martin experienced an immediate “wow” moment. “It was instantly clear: there is enormous potential here,” he says. “I saw opportunities for improvement, but more importantly, the chance to build a strong and profitable organisation.” This shaped his approach: first listen, understand, and connect, then take action. By speaking with employees at all levels, he gained a complete picture of opportunities and challenges. The book The First 90 Days served as a useful guide to work in a structured way, with a focus on concrete goals and results.
Strategy and people at the core
During his first 100 days, Martin focused on three key goals: building trust, strengthening the leadership team, and taking immediate action. He combined a Lean-TPM approach with quick wins, such as visualising safety rules, launching a pilot area for 5S, and improving reporting. He also emphasises the human aspect: “On paper, a strategy can be perfect, but it’s about the people executing it. The right team, clarity on expectations, and consistent communication are crucial.”
The first months were instructive, dynamic, and above all, incredibly enjoyable for Martin. “It’s a great opportunity to meet many new people, learn from their experience, and develop a strategy based on that.
It’s energising to see how much passion exists in the team.”
Looking ahead
For the coming year, priorities are clear: further develop the Lean-TPM organisation, improve safety, and stabilise and grow production output. Martin looks forward with confidence: “If we continue to work systematically on improvements and make small steps every day, I see a safe, profitable factory in three years where people enjoy working, alongside skilled and professional colleagues.”
With his energy, technical insight, and focus on people and processes, this seems just the beginning of an exciting journey. We wish Martin every success and are curious to see the steps he will take next — Annelien Jordense, Senior Consultant at Van de Groep & Olsthoorn.
