Interim- and reference projects

2019-2020 RESTRUCTURING, Kingspan Germany
Closure of German finance and IT; outsourced to SSC in Poland.
Process mapping to reduce building site and sub-contractor costs.

Result:
- 1m€ per year staff savings from move to SSC.
- Positive building site standard cost variation of 1m€ compared with a 1m€ loss the previous year.
2020-2021 COST SAVING, Kingspan Germany
Developed site consolidation concept of reducing four manufacturing companies into one company into one location.

Result: obtained investment approval. Agreed implementation with the management and workers unions in the various locations.
2019-2019 POST-ACQUISITION INTEGRATION, Kingspan Germany
Merger of MSG, STF and RODA, creating one national service company, Kingspan Services Deutschland GmbH.

Result: 2m€ annual cost savings, mainly due to staff reductions.
2011-2011 POST-ACQUISITION INTEGRATION, Kärcher India
Creation of a national sales and distribution network from 11 regional teams.

New financial processes and controls.
2003-2003 POST-ACQUISITION INTEGRATION, BPB Turkey
A-Z complete turnaround of the family-owned Turkish business:
New commercial teams, product offerings and pricing policies. New financial, HSE, production and quality processes and culture.

Result:
- Positive profit +1m€ from loss start of -2m€.
- Staff reduction of one third (nearly 100 people).

2018-2018 ORGANIC GROWTH PROJECT, Kingspan Germany
Developed a new sales channel for engineered solutions.

Set up a KAM structure for wholesale and after sales service segments.

Result: 7m€ additional turnover in the first year.
2011-2011 ORGANIC GROWTH PROJECT, Kärcher India
Established a new B-C "Home & Garden" business in India including exhibitions, demos, wholesale, online shop, service.

Result: 2m€ additional turnover in the first year.
2004-2005 ORGANIC GROWTH PROJECT, BPB Middle East UAE
Set-up a Dubai trading company. Developed sales, local invoicing, storage and distribution peaking at 1000 containers/month.

Result: 10m€ turnover from zero within 2 years.
2003-2004 ORGANIC GROWTH PROJECT, BPB HELLAS Greece
Increased profit by Italian imports to supplement a 24/7 fully loaded local factory in run-up to the Olympics.

Result: 50% additional turnover for the year.


2020-2020 STRATEGIC CHANGE - OTHER, Kingspan Germany
New flexible factory corridor model, reduced working hours, Home Office agreements with the "Betriebsrat".

Result: Estimated factory flexibility savings of 1m€/year

2017-2017 STRATEGIC CHANGE - OTHER, IFG, UK
Management of the pre-sale process of the IFG group with the objective of taking the company from private to public ownership.

Result: Successful sale of the IFG Group to Duroc AB


2007-2009 JOINT VENTURE, Saint-Gobain Abu Dhabi
Established and managed a JV with the Abu Dhabi Royal Family. Justified, managed and led the construction, recruitment, training and start-up of 55m€ plasterboard factory in Abu Dhabi.

Result: Saved 0.5m€/month inbound transport costs.


2018-2018 M+A, Kingspan Germany
Identified, negotiated, justified and acquired
STF and RODA - service and maintenance companies.
2011-2011 M+A, Kärcher India
Identified, negotiated, justified and acquired
Kärcher distributor in India (Man Machine) by asset deal.
2002-2002 M+A, BPB Turkey
Identified, negotiated, justified and acquired
Dogan Alci a family-owned plaster manufacturer in Turkey.
2001-2001 M+A, BPB Rigips Germany
Acquired and integrated
- Pohl GmbH a metal fabrication company, Germany.
- Lomza, Polystyrene manufacturer, Poland
1997-1997 M+A, BPB UK
Part of an acquisition team which acquired Gyproc AB, a building materials group, Sweden.