Schermbeck, North Rhine-Westphalia, Germany
I believe we live in a period of unprecedented change, with new opportunities literally everywhere. That's why I challenge the status quo and truly believe there is always a smarter way to do things, internally and with customers. But beyond that, I am a thinker, who wants to understand with a high level of sophistication what are the strategic imperatives that we need to believe in and act accordingly. To make things happen, I don’t believe in the one-man show, but instead, that smart people, working together as a strong team is an unbeatable combination, which allows us to make great things happen. My candidness is part of my natural leadership style and my optimism allows me to achieve my goals together with my team. Either we find a way, or we build a way!
Stepping in to provide an interim business lead for the region (approx. 500m€ Net Sales, 1500 Headcount) to cover for a colleague on long term sickness so that the business continued to grow and the integration of the former Braas Monier and Icopal businesses was followed through. - Defined and kicked off the implementation of the new Go-To-Market model, combining 4 sales forces into 1, allowing herewith to realize economies of scale and simplified the customer interaction to a single point of brand engagement - Ensure the delivery of the planned synergies of the merger, primarily the significant Top Line growth in 2018 and subsequently in the 2019 budget - Visible felt Leadership: engaging personally at all levels in order to communicate directly during the period of significant change and uncertainties. - Creating the right culture during a period of unprecedented change is critical, even more so during two seismic shifts in the business. This is essential to move the needle forward and motivated people that feel like they belong in the business will deliver enhanced performance.
Merging the two previously independent companies Icopal (2015: 970m€ Net sales, 107m€ Ebitda) and Braas Monier Building Group (2016: 1.234m€ Net sales, 194m€ Ebitda) to form BMI Group with over 10,000 employees - Creating a strategic plan for integration and executing the plan to form one single entity with a consistent global approach with empowered, engaged and motivated employees. - Building the branding strategy to craft one consistent BMI brand across the Group whilst leveraging the strong local heritage brands - Developed and implemented a new operating model (organisational structure, strategic positioning, branding, product portfolio, Go-to-Market strategy) and country-specific sales and marketing approaches (customer segment-specific targeting with dedicated teams) - Work to deliver the synergies, build up united local management teams with a consistent set of values
- Joining as Chief Operating Officer (COO) in January 2016 to developed a new overarching business strategy for the BMI Group that was approved by the board and execution started. - Promoted into Chief Executive (CEO) November 2016 to assist with the transformation into the BMI Group. - Leadership position in a period of high uncertainty, combining and harmonising cultures from a US parent, Scandinavian part and German cultures. - Communicating and positioning the change as a positive for the business, the team and clients to create a massive force within the sector.