NLPM started in 2026. We are currently building the pool of project leaders. What is already there is the experience our way of assessing rests on.
All client contact currently runs through Wim Spaan. Below are three programmes he led himself. These are not NLPM placements. They are the background from which we judge what a project asks of a project manager.
Wim Spaan
Founder and point of contact. LinkedIn. Reachable on +31 6 10209395 and backoffice@nlpm.eu.
International site and operations transfer, USD 15 million
Challenge. A complex manufacturing and supply chain operation had to be transferred to a new site in the Czech Republic, including the design, build and commissioning of a new manufacturing facility.
Scale. Approximately USD 15 million programme budget, with cross-functional teams of more than 90 people.
Approach. End-to-end coordination across manufacturing, supply chain, engineering and operations, while maintaining control over budget, planning and the transition to the new facility.
Result. The transfer was completed and generated approximately USD 5.6 million in annualised run-rate savings.
Global quality and regulatory remediation programme, 5,000 assets
Challenge. A global organisation needed to execute a mandatory quality and regulatory remediation programme across approximately 5,000 operational assets in a highly regulated environment.
Approach. The programme required structured governance, planning, risk and change management, resource allocation and coordination between operations, engineering, quality, regulatory specialists and external partners across multiple international sites. A formal reporting and escalation structure was established for senior management.
Additional delivery. Within the same environment, a site transfer and closure from France to the Czech Republic was executed within a USD 3.5 million budget, alongside centralisation of Global Trade Compliance.
Stabilising a multi-site operations transformation, 175 FTE
Challenge. An international manufacturing organisation was experiencing rapid growth across operations in France, the Czech Republic and Switzerland.
Scale. Responsibility covered approximately 175 FTE, including operational performance, budgets and delivery across the three sites.
Approach. Structured Sales & Operations Planning processes were introduced to stabilise operations and improve delivery predictability. At the same time, an organisational restructuring was implemented while maintaining compliance, quality and operational continuity.
Result. Operations were stabilised during a period of rapid growth, with improved delivery predictability while the organisation was being restructured.
What this has to do with your project
Someone who has run a site transfer or a regulated programme knows where such a project gets stuck and what behaviour a project manager needs at that moment. That is the basis under our qualification. How it works is described in how we assess project managers.