My Experience | my profile

Colleagues and managers describe me as someone who never shies away from a challenge. Where others step back from complexity, I dive in, making it understandable and guiding people through the process. That ability to connect, across departments, disciplines and even cultures forms the common thread throughout my career.

I’m Benno. In 2024, I married my Brigitte in Las Vegas (finally, after 25 years together) and I’m the proud father of two adult children. My stable home life is the foundation for my focus, energy, and balance.

Colleagues experience me as direct, honest, and reliable but also as someone who listens, builds trust and gives others room to grow. That’s what makes collaboration meaningful: taking responsibility together, achieving results together.

Professionally, I have over 20 years of experience in international corporate environments. I’ve seen organizations evolve from pioneering startups into mature manufacturing companies and I know how to anchor strategy, customer focus, and innovation within that dynamic.

My strength lies in recognizing opportunities where others see limitations. I combine analytical thinking, creativity, and a hands-on mentality.

My strength lies in identifying opportunities where others see limitations. I combine analytical thinking with creativity and a hands-on mindset.

I bring together marketing, sales, engineering, product management and business development to accelerate the conversion of commercial opportunities into tangible results. In practice, this means stronger business performance, clearer value propositions, and teams that understand where to focus their efforts.

Throughout my career, there has been a consistent theme: building brands, creating competitive differentiation and driving growth in complex markets.

My experience is rooted in industrial and manufacturing environments. Earlier in my career, I worked with a manufacturer in the civil engineering sector and for the past 18 years I have been active in the building and construction industry. In both sectors, I have operated in project-based (brands) and OEM environments, working with products that may not be highly visible themselves but create significant value through their application and performance.

My experience extends well beyond marketing. I have led sales and marketing teams, delivered commercial growth, developed dealer and channel networks, introduced pricing strategies, and successfully launched new value propositions and solutions to the market.

My experience at Carlisle aligns seamlessly with my previous roles, where I was responsible for, among other things:

Developing and implementing marketing strategies
Responsible for managing a sales team of 7 (commercial and technical) and later a marketing team of 4, each with their own area of specialization.
Positioning innovative products and services
Business development focused on premium products and niche segments
Leading and developing teams

Through this combination, I’ve built a broad and in-depth expertise. One that enables me to make marketing truly valuable to organizations.

My vision.
My future

The future of commercial leadership lies in the integration of strategy, technology, collaboration, data and sustainability. It requires close alignment between key functions such as Marketing, Engineering R&D, Sales and Product Management. Organizations that invest today in digital transformation, sustainable solutions and strong market positioning will be best placed to strengthen their authority and unlock long-term growth potential.

My ambition is to help organizations navigate and capitalize on these opportunities by translating strategy into measurable results, inspiring teams and enabling businesses to secure a distinctive position in their markets.

The companies that win are those that simplify their story and execute it consistently.

What Drives Me.

What drives me is creating impact for clients, colleagues, and society.
I believe that true progress arises from connection, trust and the courage to look beyond the status quo. Within the B2B environment, my focus is less on mass-market brand awareness (which is more B2C-oriented) and more on establishing technical and content-based authority, reliability, and demonstrable value for the companies I work with.

I also gain a great deal of energy from working in and with different cultures, collaborating with international colleagues, operating across countries, and navigating diverse business processes. This dynamic enriches my perspective, sharpens my adaptability, and helps me build bridges between people and organizations.

I also have a strong fascination with disruptive market models. I’m inspired by how often a simple idea can completely transform a traditional sector within a short period and become the new standard. In my work, I actively seek those scalable elements of innovation that can trigger a chain reaction of change.

The construction and utilities sector is, by nature, a traditional industry that lags technologically behind sectors such as automotive. Yet I am convinced that a transition is inevitable here as well. And when that change comes, I want to be at the forefront, not only witnessing it but actively shaping and giving meaning to it.

My employers. The strategic framework

Throughout my career, I have worked (amongst) within two internationally operating organizations that hold strong positions in the construction industry:
Carlisle Construction Materials (www.carlisle.com) and Tensar International (www.tensarcorp.com).

Although active in different segments, Carlisle in Building & Construction and Tensar in Civil Engineering and Infrastructure, both share a clear common ground. They are manufacturers of high-end, technically advanced products that become invisible once installed, yet are critical to the performance and durability of the built environment.

Their strength lies not in visual distinction, but in reliability, performance, service and problem-solving capability. Both companies effectively serve the entire marketing and sales funnel within the construction chain: from client and designer to specifier and contractor.

My contribution has consistently been to make these invisible qualities visible. Through strategic brand positioning, stakeholder engagement, and the translation of technical value into market value, I have helped establish both brands as authorities in their respective markets.

While the products disappear within the structure, I ensure that the brand remains visible.
As a trusted partner and thought leader throughout the construction value chain.

Until the end of 2012, I was responsible for the sales organization in the Netherlands, consisting of a team of seven professionals – a well-balanced mix of commercial and technical-commercial colleagues.
My focus was on building a results-oriented and market-driven team capable of translating strategic objectives into measurable outcomes.

Following the integration into the European organization, I took on leadership of the marketing team, which over the years I expanded to four specialists, each with their own area of expertise – from content and digital strategy to brand management and events.

Within my teams, the core values are ownership, entrepreneurship, and professional growth.
I encourage colleagues to take responsibility, develop autonomy in their roles, and evolve into mature, business-minded professionals who actively contribute to collective progress.

My team.

My DNA in Communication.

Communication Has Never Been a Tool to Me; It’s a Conviction. In 1996, I graduated from the University of Nijmegen on the topic of Corporate Communication – the holistic perspective.
My thesis focused on the interconnection between Identity, Personality, and Image of a company or brand: three pillars that, when in balance, determine the credibility and strength of an organization.

That vision remains as relevant today as it was then. The report has been lying on my desk for years, not because I need to reread it, but because it symbolizes consistent and authentic communication. It reminds me that every brand starts from its core: knowing who you are, why you exist, and how you express that to the world.

Over the years, I’ve come across many theoretical models that reinforce this thinking. Perhaps the most well-known is Simon Sinek’s Golden Circle – Why, How, What; a model not far removed from what I described back then.
Where Sinek speaks about purpose and meaning, I spoke about identity and credibility. The essence is the same: brands that communicate from the inside out build trust that endures.

At its core, communication forms the bridge between who an organization is and how it is perceived.The identity of a company defines its essence: the values, culture, mission, and vision that provide internal direction. The image, on the other hand, is the external perception: the sum of experiences, impressions, and expectations held by customers and stakeholders. Between these two lies the brand personality, the tone, attitude, and emotion through which an organization expresses itself.

Effective corporate communication connects these three dimensions. It authentically translates identity outward, shapes the perception of the brand, and ensures that what an organization says is fully aligned with who it truly is. When that balance is achieved, it creates recognition, trust and loyalty. Both among customers and employees.
That, to me, remains the essence of every strong communication strategy: not shouting what you do, but showing who you are.

Soft Sell. The Soft Marketing Approach

Soft selling is a refined, gentle way of selling that doesn’t put the product at the center, but rather the needs of the customer. This approach is about listening, understanding, and aligning with what the other person truly needs.

The goal of sales is, of course, to sell. But that doesn’t mean your target audience actually wants to be sold to. Pushy or forceful “hard sell” techniques often have the opposite effect — they drive customers away instead of attracting them to your brand, products, or services.

Soft selling focuses on building trust, demonstrating authority, sharing knowledge, and providing service. While it may feel counterintuitive not to focus directly on revenue, the soft approach proves to be far more powerful in the long term. When soft selling becomes part of your marketing strategy, it acts as an investment that pays itself back repeatedly — in loyalty, brand value, and sustainable customer relationships.

In my approach, I consciously choose to deliver value first: relevant content, insights, and examples of cost savings or quality improvements. This creates connection and credibility. When the time is right, the step toward collaboration becomes a natural progression, rather than the result of aggressive pressure.

I embrace Soft Sell because it allows me to engage with decision-makers and influencers on a strategic level — with respect, credibility, and lasting impact. As a Senior Marketing Manager, I’ve earned the full trust of Sales and Management, which has always enabled me to translate my vision into action and make it an integral part of Go-to-Market strategies (including international markets).

Collaboration as the Foundation of progress.

In the world of flat roofing – and specifically within the EPDM segment – it’s about more than just competition. As board member and chair of the PR committee of the United EPDM System Producers (Dutch: VESP), I have spent years working to harness the collective strength of our industry. Within the association, we set aside our commercial interests and focus on what unites us: strengthening the market, enhancing reliability, and safeguarding sustainability.

This collaboration takes shape through a variety of initiatives: from joint lobbying efforts with government bodies and certification institutes, to participation in national and European committees where the future of our field is being shaped.
We also invest collectively in independent research, including studies on the proven lifespan of EPDM. In doing so, we translate the unique qualities of our material into a strong market perception, one that instills trust among architects, contractors, and end users.

We have also sought to extend this concept internationally. Together with two leading players in the German market, we founded the EPDM Gesellschaft: a collaborative organization with a clear positioning, a professional website, and even a presence at the Dach und Holz trade fair.
Although this initiative ultimately proved too ambitious for the German business culture and is no longer active, it demonstrated our Dutch courage, the willingness to explore new forms of cooperation and to project our collective strength beyond national borders.

As a Senior Marketing Manager, I see the true value of collaboration in building collective authority.
While we may compete individually, within VESP – and previously through the EPDM Gesellschaft – we have been building a solid foundation for the entire sector.
That makes us not only stronger in today’s market, but also future-ready for the challenges of tomorrow.

Markets & Experience

Although my experience is deeply rooted in the European manufacturing and construction industries, I don’t see my work as bound to a specific sector. What drives me is not so much the product or the market segment, but the impact you can create through strong strategy, communication and brand positioning.

My expertise lies at the intersection of strategy, leadership and brand development. I have led sales teams consisting of technical sales professionals, architectural consultants and key account managers and over the past 12 years I have specialized in strategic marketing and business development. Translating market insights into distinctive propositions and sustainable brand positions. A significant part of my work focuses on close collaboration with other departments such as R&D, Sales, and Product Management. This multidisciplinary approach ensures that new products and systems are not only technically strong but also relevant and well-positioned in the market.

With the growing role of data and digitalization, I also focus on the digital transformation of marketing. I don’t see digital channels as an add-on, but as an essential component of a modern brand strategy. My current field of activity includes markets such as the Building Envelope (flat roofing, airtightness and façade applications), Pondlining & Basins, and HVAC and biogas applications. Within this context, stakeholder management plays a crucial role, from client to contractor, from policymaker to end user.

What connects all my work is my belief in the power of communication and leadership. Whether it’s about team development, innovation, or positioning, my goal is to create movement and ownership with vision, commitment, and a clear narrative that connects people and markets.

an abstract photo of a curved building with a blue sky in the background

★★★★★

I had the pleasure of working with Benno for almost five years in his role as Senior Marketing Manager. Benno possesses an exceptional amount of knowledge and expertise. What I particularly value is his ability to set a clear vision while at the same time fostering collaboration to achieve shared goals.

Thanks to his professionalism and dedication, we achieved outstanding results together. I can wholeheartedly recommend Benno as an experienced, reliable, and inspiring professional to work with.

Sebastiaan van den Berg - former Sales Manager
Carlisle Construction Materials BV

★★★★★

I know Benno as a highly decisive manager in his role as Senior Marketing Manager. During the period of merging three business units within Carlisle, he proved to be a valuable colleague.

Later, as Commercial Director, he was a reliable sparring partner, someone you could always count on. He brings structure and clarity to the marketing plan and ensures it is consistently and effectively executed.