Professional Career

05/2008-05/2009	Managing Director Manufacturer Municipal Vehicles, Switzerland Number of member responsibility: 540 Established new Organization and Management Team Definition and launch of strategic projects
04/2004-04/2008	Managing Director Manufacturer storage equipment, Germany Number of member responsibility: 153 - Decisive contribution to strategic Masterplan and selling the comany to PE - Elaboration and execution of new Sales Strategy - Launched new Sales catalogue & standard catalogue - Streamlined product-range by eliminating tradeware catalogue - Downsized workshop
03/2003-03/2004	Managing Director Manufacturer process industry, Poland Number of member responsibility: 160 - Re-Established within 4 months internal management and communication structures - Launched an extensive quality improvement project in engineering - Downsized capacity of one of the workshops according to market needs by 35% - Started up recruitment of new General Manager
01/2001-05/2003	Managing Director Manufacturer process industry, The Netherlands Number of member responsibility: 110 - Turnaround - Downsized workshop capacity - Reorganized sales force - Established management and communication structures. - Launched newservice branch - Implemented inter-company business model - Re-Established F&A department - Recruited Salesdirector and CFO
03/1998-12/2000	CFO Manufacturer process industry, Poland Number of member responsibility: 7 - Established controlling system (Management accounting, reporting, ERP system, KPI) - Managed the finance and controlling group - Recruited shop floor manager, HR-Manager and engineers - Established HR inc. recruiting, training and remuneration system - Management and communication structures
09/2009-12/2009	Managing Director Manufacturer in heavy-duty gear units for the cement and minerals industry, Poland Number of member responsibility: 162 - Setup trigger scenarios for restructuring - insourcing of activities that compensated 10% lower workload caused by market situation - Reduction of project delays - implementation SAP
05/2011-11/2011	Managing Director and CSO manufacturer of Ambulance Vehicles, command vehicles, special vehicles for Police / military and mobile hospitals, Germany Number of member responsibility: 140 - Safeguarded liquidity by negotiating loans from states bank and shareholders - Reducing headcount by 20% - Installation of new management team - programs for product standardization initiated
11/2009-01/2015	CEO and CSO leading hearse manufacturer in Europe, Germany Number of member responsibility: 81 - Safeguarded liquidity by negotiation capital increases, D/E swaps and advance payments from customers - Finalized development of new products with new management team; stopped non profitable products - Downsized headcount by 35% in 2 steps; closed one production site - Reduced COGS of main products - Started growth projects in order to reduce dependency from main product: established 2 new product lines (ambulances & transporter hearses) - entered market USA with existing products. - Established board - Started negotiation for renewal of co-operation contract with main supplier
02/2015-09/2015	CSO manufacturer of catering high loaders for airfields, heavy haulage trailers and timber trucks, Germany Number of member responsibility: 30 - Evaluation strategic master plan, strategic projects sales & service & order processing - Launched standardization by enabling small series production (target pricing, target costing) - Recruited board member for the new established board - Established new partnership in the UAE (sales and production) and contacts with potential partners in China - Integrated separate Service organization into main organization - Active reduction Net Current Assets (€1 million AR and € 1 million stock vehicles) - Debottlenecked production by establishing subcontractor from Poland
11/2015-12/2017	COO Number of member responsibility: 360 - Increase OEE moulding department from 40% to 65% - Transfer labor-intensive operations aviation and rail to subsidiary in Slovakia - Downsizing of corresponding departments at headquarter (24 FTE) - Closing loss-making parts of moulding department (41 FTE) - Negotiated collective restructuring agreement, balance of interest, social plan with unions and as well as new frame contract with key customer aviation - Improved organization focusing on core business - Evaluated, recruited and appointed key personnel - Launched company-wide initiative labor safety
01/2018-03/2021	CEO leading European brand in FMCG/non-food/near food, Switzerland / Germany / Poland Number of member responsibility: 750 - Developed and implemented group strategy - Defined KPI & target setting system - Changed company into marketing-driven organization with focus on end consumer - Introduced agile working (scrum) - Pushed digital transformation (e-com, marketing, F&A, OPS, HR) - Established functional group structure including supervisory board - Established high-performance management team - Reduced costs by > €2 million p.a. - Closed non-profitable / non-strategic businesses - Increased group EBITDA massivelyby improvements new products / channel mix / product mix / customer mix / pricing / defending online street price / cost) - Substantial topline growth