Executive performance reviews for process excellence

The challenge

Cross-functional improvement needed a management routine connecting shared measures and working standards with executive review. The programme spanned product, engineering, sales and customer-related functions. Leadership review was part of the operating structure supporting those changes, alongside process redesign and the definition of clearer responsibilities across teams.

The contribution

Jeroen established executive performance reviews and global working standards within the process-excellence programme. The wider work included shared KPIs, operating-model design and readiness criteria for cross-functional workflows. His contribution brought a recurring leadership-review mechanism into that programme, supporting the relationship between process ownership, performance visibility and management attention.

The documented result

The work established executive performance reviews alongside global working standards. This provided a defined leadership-management practice within the programme. A separate quantified impact from the reviews was not reported, and the workstream does not imply that every enterprise process was transformed.

This is a distinct workstream within a wider engagement. Artwork is conceptual and does not depict the client’s facilities or project. Based on Jeroen van Koesveld’s professional case documentation. This account presents the industry context and documented contribution.

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