Zurich, Switzerland
Broad experience in delivering value through formulating and implementing growth and efficiency programs and managing business transformations. Passionate about digital transformation and the opportunities and challenges this brings for business and society. External management consultant as well as internal advisor to medium-sized and large corporations, both privately-owned as well as publicly traded. Industry expertise across sectors with deepest exposure in automotive, industrial goods & services, as well as consumer goods. Key strengths include the abilities to challenge the status quo and think across borders: hierarchies, value chain segments, business units, and markets. Strong at defining joint visions and aligning teams on common objectives, defining initiatives that form the foundation for profitable growth and winning business models. Recognized for capability to bridge cross-cultural differences thanks to extensive international experience.
Healthcare Solution Lead Disease Area Lead Neurology, Roche Diagnostics (Switerland)
Business Development for Roche Diagnostics (Switzerland). Key focus areas: - Drive business model innovation - Foster partnerships with established players (integrated diagnostics, end-to-end offering) - Act as liaison for partnerships with startups - Expand customer network in Switzerland - Leverage global organization
Project lead for Swiss leading real estate firm. Reporting to CFO: - Responsible for development of integrated steering program covering entire real estate portfolio and value chain - Managing project team of five senior team members - Managing interfaces to Group and ensure adherence with Group directives and requirements - Presented program to Top-80 leaders, concept to be included in Group training for finance business partners
Internal advisor to senior and top management for Consumer Goods Business (CGB). CGB, the largest business of the Swarovski group, is an integrated luxury goods company headquartered in Männedorf / Zürich. CGB develops and manufactures premium fashion jewelry, watches and accessories, as well as decorative objects. CGB is represented in over 140 countries and markets its products through a network of around 12,000 retail stores including close to 3,000 Swarovski-branded boutiques. In addition, CGB has its own e-commerce presence in more than 25 countries. Responsibilities and achievements: Strategy: • Led “Strategy Circle” on key topics (profitable growth, digital transformation, business model innovation) • Developed strategic markets portfolio for resource allocation (marketing & distribution investments) • Co-led development of new group strategy Leadership: • Led team of six experienced professionals • Led strategic projects supported by top management consultancies • Represented company in external bodies (conferences, research partnerships, etc.) Executive Communication: • Communication for CEO and COO on internal and external events (board presentations, town-hall meetings, industry associations, bi-annual launch event with all markets globally, fairs and conferences)
Business development role in close cooperation with group executive board (part of CFO office). Managed critical, strategically relevant projects as partner of senior management across business units and market regions. Responsibilities and achievements: Driving financial performance: • Part of leadership team to develop group-wide steering program driving fundamental shift to capital efficiency (RoCE increased from 13% to 21% since rollout) • Conducted regional roll-outs in Americas M&A: • Led overall process in divestment case • Led due-diligence and valuation Business development: • Project manager for 2011-15 growth plan, Hilti North America (47% sales growth achieved by 2015)
Management team member in boutique strategic consulting firm focused on operational restructuring of Fortune 500 companies. Specialties in Corporate Restructuring, Financial Controlling, Product Costing, Process Re-engineering and IT process alignments. Primary alignment with Board Members and use of corporate employee ranks to execute restructuring. Responsibilities & achievements: AUTOMOTIVE INDUSTRY Driving financial performance: • Led cost and working capital reduction initiative, realized EUR 53m total EBIT impact • Introduced competitive supplier selection in supply chain for new product programs and oversaw RFP process M&A: • Executed due-diligence for divestments of non-core affiliates Leadership: • Led supply chain performance program with seven project teams