Mettmann, North Rhine-Westphalia, Germany
Global P&L responsibility engineered blowers & compressors. The AERZEN Group is a family-owned company with over 150 years of tradition. Today AERZEN GROUP focus on the development, production and sales of rotary blowers, screw and turbo compressors under the strategic guidance of Aerzener Maschinenfabrik GmbH. AERZEN GROUP is globally present with more than 50 companies. More than 2.400 employees globally in 50 sales-, service and production companies, located in 39 countries ensure customer proximity and competent sales and after sales services. AERZEN GROUP has realized in 2019 a turnover of EURO 440 million with an appropriate result. Introduce new business model with focus on OEM customer, large global accounts and product differentiation, allocation of appropriate resources, zero-up P&L, to drive overall business profitability. Further develop the global Services and Aftermarket Strategy incl. development of regional hubs, local and regional service partner, direct and indirect service footprint optimization to drive both revenues and profitability. Leading the Product Management, Product Development, and Operations Value Stream in the DRY COMPRESSOR & LARGE BLOWER product line. Guiding the team from developing to executing the global strategy with clear deliverables for top / bottom line growth, geographic and product adjacency expansion, margin improvement, and product management / portfolio MGPP (multi-generational product Building the teams with clear accountability for executing product line strategies, product optimization, cost and performance KPI’s, and aligning team to ensure a customer centric orientation and drive to create sustainable competitive advantage through all product segments.
Gardner Denver Holdings, Inc. completed the merger with the Ingersoll Rand Industrial segment, February 29, 2020. Mission was to drive, manage and support the migration of the previously competing GD OEM business and IR OEM business into one OEM business unit keeping original trading brands but under one leadership as one team. Building the new OEM sales and operations team in Europe, MEA to defend the common market share position. Cross training of teams to gain common product knowledge. Cross training of teams to gain and leverage OEM key Account knowledge and market intimacy. Support synergy activities to contribute to the overall efficiency target of 250 Mio$. Development and further enhancement of business practices, policies and working relationships.
IDEX Corporation IEX (HQ Lake Forest, IL) is a 2,3 b$ diversified manufacturing organization that delivers mission critical engineered products for niche market applications generating superior financial results. IDEX operates in the Fire Market with following businesses: AWG/Alco,Germany, Akron Brass USA, Godiva UK and Hale USA and in the Safety Markets with Lukas and Vetter Germany, Hurst USA. Mission was to fully integrate the newly acquired AWG stand-alone business into the IDEX global Fire and Safety Sector applying the IDEX business model based on ´8020´ and Goal Deployment principles. Global Business Leadership – full P & L responsibility. o AWG Business turn-around from negative EBITDA in 2016 to 20+% in 2019. o Support of common Fire & Safety Strategic Vision based on unique product solution development attributes in this market space. Double digit revenue growth rate in Core Markets. o Focus on critical “few”: global OEM partner (Rosenbauer, Magirus, Ziegler, etc.) and large Key Accounts. Introduction of multi-brand Key Account Management Process. o Development of multi-brand Distribution Concept in DACH Region. o Introduction of New Products and Service offerings. EBITDA growth significantly out-pacing revenue growth @ AWG GmbH. o Implementation of Lean/6-Sigma/Ship-to-Line manufacturing processes. o Localization of new Product-Line Production (large pumps) from USA into AWG factory. o Right-sizing of Operations in 2016 and 2018 in close cooperation with workers council and union representatives. o Efficiency gains using ´8020´ principles in Sales and General Administration. o Development of Product Management focusing on Product-line Differentiation, Rationalization and New-Product Development. Organization and Team Development o Increase of employee engagement participation from 72 to 77 % o Increase of employee engagement score from 69 to 79% o Integration of multi-brand OEM Sales and Sales-support Team.
Global Business Leadership - full P & L responsibility. Development, formulation, communication and initialization of sustainable, profitable Growth Strategy based on market research, analytics, VOC data with following main initiatives: - Deployment of direct and indirect Service Network to support customers at site around the world. - Implementation of Global Product Management concepts and processes to drive innovation, product and services development activities addressing customer unmet needs. - Expanding of Sales Management/-Monitoring/Key Account development strategies improving sales intensity and customer satisfaction. - Implementation and further enhancement of Operational Excellence processes to achieve significant productivity gains, improve takt-time and product quality. - Driving Change - restructure the Organization, gain talent to support commercial strategy execution. - Development of a high performance culture built on integrity, honesty compliant with business code of conduct, policies, procedures, local laws and regulations.