Interim- and reference projects
| 11/2018-12/2019 | CEO and Managing Director Alvier Mechatronics GmbH, Start-up of Höganäs AB, Bad Dürkheim / Germany and Höganäs / Sweden Number of member responsibility: 15 - Overall operational and strategic management of the company - Establishment, location selection and development of the company and core team - business development - launch - Establishment of a technical-commercial advisory board - Definition of technical and commercial scope and launch on IAA2019 |
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| 09/2017-10/2018 | Business Development Manager Höganäs AB, Höganäs / Sweden and Düsseldorf / Germany - Business development one of the strategically most important future businesses in the area Automotive in the form of Soft Magnetic Composites (SMC) for electric drives in electromobility - Establishing an ecosystem consisting of direct customers and end customers, development partners, Industrialization partners and innovation drivers Successes: - Definition of a new engineering business model that should enable SMC's business development to make the decisive breakthrough - Approval of the business model and the establishment by the Höganäs Supervisory Board in June 2018 - Foundation and entry of the new company Alvier Mechatronics in the commercial register on 09/21/2018 |
| 01/2017-09/2017 | Vice President Power & Process Group Circor International, RTK and Schroedahl, Kornwestheim and Reichshof / Germany Number of member responsibility: 300 - P&L responsibility for the two German plants - Reaching the sales budget despite a crisis situation for one of the plants - Talent, resource and process development in sales - Handover to the permanent successor Successes: - Increase in incoming orders in the purchased plant by 80% within four months - Achievement of sales targets in a difficult market environment (oil and gas business crisis) - Smooth handover to the successor |
| 09/2016-12/2016 | Sales Excellence Consultant and Coach Sinterwerke Holding (PE Investor), Herne / Germany and Grenchen / Switzerland - Review of sales processes - Definition and introduction of optimized processes in both plants in Switzerland and Germany - Support of the sales management Successes: - Complete implementation of the planned changes - on time - in budget - In addition, development of strategy proposals for opening up the future e-mobility market |
| 02/2016-12/2016 | Project Manager Sales Excellence Brück GmbH and Brück Rohrverbindungen Süddeutschland GmbH, Saarbrücken / Germany - Development and implementation of a sales excellence program and active sales turnaround - Support of the existing customer base in the responsible area - Active new customer acquisition - Active market cultivation, in particular winning back "sleeping" or lost customers - Classification of inquiries, visit reports and visit planning in CRM, price negotiation of offers Successes: - Elaboration of a realignment of sales for the CRO |
| 07/2013-12/2015 | Head of Sales KST Motorenversuch GmbH & Co. KG, Bad Dürkheim / Germany Number of member responsibility: 3 Sales turnaround, sales management - The company, which was in a sales crisis in the 1st half of 2013, urgently needed additional sales at short notice in the 2nd half of 2013 and then a sales restructuring Successes: - In 2013, the utilization could be increased from 50% to 80% within 16 weeks. After a loss in 2013, the company made a profit again in 2014. - Then the focus was on sales growth, internationalization and investment in technological expansion, together with the newly hired CEO, today the company generates more than double sales with a barely grown team |
| 04/2014-08/2014 | Business Development Consultant Metalsa Automotive GmbH, Bergneustadt / Germany - Development and sales, project management - The company, which at the time was focused on the series launch of important projects, said it had to few resources to ensure the acquisition of orders according to plan, solutions had to be worked out and to present for approval Successes: - It was found that an inadequate product development process (PDP) was the underlying reason for the low order intake. - The PDP was analyzed, the solution presented and the company carried out the implementation itself |
| Various (13 more projects from 2009 to 2013) In the 10-year period 2010-2019, I worked an average of 220-240 days per year in projects or mandates. 95% of my customers would ask me for similar mandates again. With five customers there was at least one follow-up order or a more extensive business relationship in other mandates. |
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