Zug, Zug, Switzerland
Global supply chain executive with 28 years of experience leading large, complex, international organizations, I have lived and worked across multiple regions, leading transformations, scaling operations, and building high‑performing, engaged teams focused on customer success and sustainable results. Most recently, I served as a member of the Executive Leadership Team at Maersk, with responsibility for the Europe region across 47 countries. My focus has been on driving performance through integrated logistics, customer‑centric operating models, digital enablement, and strong commercial and operational execution. I am a passionate and authentic leader who believes in unlocking the full potential by putting customers at the center, investing in people and digital platforms, and building diverse teams with a strong growth mindset. Talent development, culture, and disciplined execution are central to my leadership approach. I joined Maersk in 2020 from CEVA Logistics, where I was Chief Operating Officer for Freight Management, and previously held senior roles across P&L leadership, global business development, and operations. I am currently on garden leave and will begin my role as Chief Executive Officer of Envirotainer on May 1, 2026
I led the $14b Global Logistics & Services business. This Business Unit included a comprehensive service offering like Contract Logistics (7 million sqm of warehouses worldwide), Airfreight (300k tons of Freight Forwarding; owned airline Maersk Air Cargo), Landside Transportation (4.5m truck moves per year), 4PL/Control Tower solutions, Customs Services, Cold Chain, E-commerce, Ocean LCL... During my tenure, this business grew at speed (from $6b in 2019 to $14.4b in 2022), both organically and with 9 acquisitions to expand our capabilities to serve our customers, the largest of those acquisitions being LF Logistics in Asia. At the same time, we totally turned around the profitability, reaching 6% EBIT. We also made significant progress in strategic initiatives: client satisfaction NPS went up; deployment of tech platforms to unlock the full potential of data and automation; DEI by building teams of champions with diverse backgrounds; decarbonization by building solutions with the ambition to 100% net zero solutions by 2040 (400 EV trucks purchased for instance); footprint expansion with $1b+ allocated to Logistics
As CEVA Board member, I led the Global Freight Management Business Line ($3.5 billion revenue). During my tenure, we implemented a turnaround plan around customer experience, integrated network performance, process standardization/automation and system enhancement. New products were launched (Project Logistics, Intercontinental rail, direct LCL), we initiated the Digital transformation and visibility improvement journey, we reorganized the network around gateways for performance optimization and accelerated the deployment of shared services for direct operating cost reduction.
In order to boost the growth, I co-designed and implemented a new global market segmentation and go-to-market strategy. This led to a reorganization of the global Sales force, structured by channel and vertical. Results were impactful and I championed this new more disciplined and more value-proposition approach to growth.
Reporting directly to CEVA CEO, I had the full P&L responsibility for the North Asia region (Japan/Korea/Philippines). This was a turnaround situation by many aspects. The first imperatives were to develop an inspiring vision and strategy for the overall region and to build a new leadership team, crossed-culture but united by the same value. This leadership team delivered great achievements with a strong sense of ownership, collaboration and urgency: we grew consistently 15% p.a. and quadrupled the EBITDA in 3 years. On top of it, I co-led with the Global CIO the creation of a Global Shared Services Center in the Philippines, one of the most impactful transformational projects.
I was a non-Executive Board member of AnJi-CEVA. This Chinese Joint-Venture was founded in 2002 between Anji Logistics, a wholly-owned subsidiary of (SAIC) group, and CEVA logistics. During my tenure, Anji-CEVA was the largest automotive logistics company in China
China was the first non-European country for FM Logistic and I started the business there from scratch. I was responsible for the full P&L, commercial and operational performance of the China Business Unit, which included warehousing and trucking operations. The first imperatives were to define a clear strategy to penetrate the market, to recruit and onboard the local leadership team, to deploy the standardized process and tools and gain the trust of customers in a key market.
I was responsible for a Business Unit (35.000 sqm warehousing + transportation), one of the largest operations in Poland at that time. Innovative solutions were tested and deployed to improve quality, efficiency and responsiveness (control tower, extranet, “cross-trainings” programs, voice picking, pooling between 4 customers). This BU became one of the best performing ones and the leadership team was promoted around the region.
I managed a warehouse dedicated to Auchan. I implemented the concept of autonomous and "agile" teams to improve quality and efficiency