Winkel bei Bülach, Zurich, Switzerland
Passionate change manager leading individuals across national borders and functions to excellent results. Successfully managed 3 post merger integrations and 3 turnarounds. Experience in sales and operation management with focus on medical and filtration/separation industry. My particular strength is to lead individuals and form high-performance teams. I achieve this through an open, fair and predictable management style: consistent in the matter, quick in implementation, willing to compromise in the event of human deficits that can be bridged. Promoting strengths and balancing out weaknesses in the team are my keys to success. Successful management also requires professional competence: The breadth of my professional experience in sales, service, operations and finance as well as the ability to quickly grasp and understand contexts, making decisions and implementing them quickly are the basis of my entrepreneurial activity.
• Interim Management: temporary availibility either self employed or as employee • Turnaround Management: leads companies in short time into profit zone • Change Management: guides employees into new environment
• P&L responsibility for Air Filtration Europe in 12 countries incl. 5 plants (D, AT, HU, SWE, UK) • Disciplinary responsibility for 600 employees, 11 direct reports • Successful turnaround in 2020 with first positive EBIT and cash flow ever • EBIT improvement from -5% to +0,5% in 12 month • Post merger integration of country organizations and mind set into Mann und Hummel Group • Strong teambuilding within Air Filtration Europe • Restructuring and optimization of product portfolio and manufacturing processes
• Responsibility for 90 injection mold machines and highly automated assembly systems • Disciplinary responsibility for 230 employees in manufacturing, planning, automation, toolshop and facility management, 7 direct reports • Project Management for several facility projects, i.e. construction of a clean room class C (800 sqm ) • Optimization of productivity in respect to machine and space usage (OEE +5% pts in 4 months) • Restrukturing and integration of the organization into the Flex Corporation structures • Introduction of lean management concepts (Kaizen, 5S etc.) • Management of sales key accounts, akquisition of new business • Design and rollout of a Management Information System
• P&L responsibility for 300 Mio. US $ in Northern Europe • Disciplinary responsibility for 600 employees in 12 countries incl. 3 plants, 7 direct reports, • Significant improvement of sales, EBIT and working capital • Development of strategies, ongoing monitoring of implementation and operational results • Definition and introduction of a core product portfolio, reduction of product codes by > 60% • Restructuring and optimization of country organizations • Turnaround in Russia - back to profit in 18 month incl. plant in Jekaterinburg • Successful implementation of SAP in 3 countries • Integration of sales functions of an acquired company (KWC)
• P&L responsibility for 250 Mio. US $ worldwide • Disciplinary responsibility for 1.000 employees, incl. 7 manufacturing plants, 12 direct reports, • Elaboration of a strategy concept for the industrial filtration division • Introduction of operational excellence programs and actions to improve sales force effectiveness