Austria
Supply chain executive with 15+ years building, transforming, and rescuing complex operations across luxury, fashion, and omnichannel retail — across EMEA, the Americas, and Asia Pacific. Currently VP at Swarovski, with end-to-end accountability for supply chain operations supporting €1.5B in revenue across 100+ markets. My work spans planning, logistics, fulfillment, customer operations, and trade compliance — across retail, wholesale, and ecommerce channels. Three things define my track record: → Turnaround. I inherited a critically underperforming EMEA distribution operation and restored OTIF from under 70% to over 90%, protecting €100M+ in at-risk commercial relationships. In APAC, I reduced logistics cost from 8.5% to 6% while building the region into Swarovski's top-ranked global operation for three consecutive years. → Transformation. I co-authored a multi-year operations strategy presented to the Group Board and have led AI-enabled process transformation across order fulfillment and trade compliance — moving from manual workflows to predictive, automated operations. → Leadership. I build teams that outlast any single initiative. I've led organisations through market exits, restructurings, and full-scale transformations while maintaining team trust. My leadership philosophy starts with a simple inversion: my job is to make my team successful, not the other way around. I lead situationally — sometimes from the front, sometimes clearing obstacles from behind — but always asking the same question first: what does this team need from me right now? I believe clarity is one of the most underused leadership tools. When people understand their role, what they're accountable for, and which problems actually deserve their energy, they don't need to be managed — they need to be trusted. I'm not shy about getting my hands dirty when the situation calls for it; credibility at any level is earned in the work, not just in the room. Having lived and led across Europe, Asia, and the Americas, I've come to see cultural complexity not as friction to manage but as one of the most genuinely enriching dimensions of global leadership. Ultimately, I believe operations only matter insofar as they create a better customer experience and enable profitable growth. Whether leading a market turnaround, redesigning a fulfillment network, or implementing AI-enabled processes, my focus remains the same: creating strategies and translating them into outcomes customers notice and businesses value.
Scope: €1.5B revenue | €100M+ budget | 100+ markets | 7 direct reports | 120-person organisation | Multiple 3PLs - Restored OTIF from <70% to >90% across wholesale, retail, and ecommerce channels — protecting €100M+ in at-risk revenue — by leading a full operational reset across 3PL governance, demand planning, and process design across EMEA. - Delivered significant logistics network efficiency improvements and established global trade compliance governance across 100+ markets — by redesigning distribution operating models and building a scalable compliance framework from the ground up. - Launched AI-enabled transformation across Order Fulfillment and Trade Compliance, shifting from manual exception management to predictive workflows — as executive partner to commercial, retail, finance, and regional leadership with board-level reporting accountability.
Scope: €0.5B revenue | Greater China, Southeast Asia, India | 4 direct reports | 25-person team - Built Swarovski's top-ranked global supply chain operation, sustained for three consecutive years — by transforming end-to-end supply chain capabilities across 10+ APAC markets including Greater China, Southeast Asia, and India. - Reduced logistics cost from 8.5% to 6% of revenue (250bps), delivering €15M+ in recurring annual savings — by renegotiating 3PL contracts, redesigning carrier networks, and rebuilding the omnichannel fulfillment model. - Improved forecast accuracy, inventory health, and working capital performance — by implementing regional S&OP / IBP capabilities and leading strategic supplier collaboration programmes across the region.
Scope: €0.4B revenue | Global | 15-person team - Improved order fulfillment reliability and revenue predictability for a €0.4B global B2B operation — by redesigning order management processes and deploying end-to-end Control Tower visibility across the order-to-delivery cycle. - Shaped Swarovski's multi-year supply chain transformation agenda — by co-authoring the Operations Strategy 2025 roadmap, presented directly to the Group Board and adopted as the global supply chain investment framework.
- Led retail operations and marketing for a premium fashion retailer, with accountability for commercial performance, team management, and brand execution across store network.