Teesing changes management structure with the introduction of an Executive Board

Effective January 1, 2024, a new management structure has been introduced at the Teesing Group. Leen Nugteren, Dick de Jongste and Fred Lamb will fulfill the role of Chief Executive Officers effective January 1, 2024, with Fred's intention to step down during 2024. Operational management will be taken by the Operational Board, who will be expanded to ensure continuity and manage ambitious growth.

Next phase of a transition

It is the next phase in Teesing's transition towards a full-service developer of systems for gases and liquids in the high-tech sector. The focus has already shifted from component supplier to the design and production of assemblies and subsystems since 2010. This places very different demands on Teesing that are more in line with the role of subcontractor. Teesing is moving up in the supply chain, supplying not only components but also assemblies that include these components. With the new organizational structure, production and engineering is directly represented on the board by René Roozen (COO) and Mark van Bronswijk (CTO) and growth is further financially controlled and planned by Willem van Lobenstein (CFO) . Jurre Oorlog (CCO) remains primarily the face to customers and supports the organization in translating the strategic market information towards the organization. Asia has been a growth market for years and is therefore directly represented on the board by Leon Liang (General Manager TIS). This marks the next step in harmonizing the processes with the foreign branches. Teesing has branches in USA (2005), China (2005) and Taiwan (2009).

Continuity and core values

Teesing was established since 1952 and continuity has always been a priority in its strategy. This will be restructured by giving the Operational Board responsibility for profit and loss and for formulating and implementing the Teesing Group's strategic direction. A process that has been ongoing for some time and where the final positions will be fulfilled in the spring of 2024. In this process, we are holding on to our core values in which quality is of great importance: we are constantly looking at our methods through the eyes of our customers. The customer therefore largely determines how we are organized. It must add value for the customer. In the relation with our customer, we are also a critical partner. We are not afraid to start the conversation.

Managing ambitious growth

Teesing is growing strongly at double-digit rates every 5 years. That growth is being achieved primarily with the production of assemblies. For that reason, Teesing moved to a larger premises 4 years ago. To further structure and manage the projected growth, recruiting and retaining our professionals and maintaining the open corporate culture is key. This means stimulating ownership and placing responsibilities down in the organization.