Brussels Metropolitan Area
A charismatic Global leader, with extensive P&L management experience within the Automotive industry. A passion for People Development, investing in self-managing High Performing Teams. A visionary, with a proven strategic and implementation track record built on a Customer First approach has continuously surpassed commercial KPI’s and shareholder expectations.
Establishing Toyota’s global first business unit focusing on Circular Economy, with the key objective of redefining Toyota’s business model based on the 3R approach that ensures: • All our product is designed to maximise recyclability reducing the use of virgin raw materials. • We create zero waste whilst producing our vehicles. • Use life cycle asset control to maximize utilization of our products. • Recycle the majority of our ELV’s, feeding the raw materials into Toyota supply chain.
Europe’s rapid transition to energy self-sufficiency through the adoption of green energy, has resulted in a mismatched supply and demand. I have been tasked to create a profitable business model that allows Toyota’s BEV’s to contribute to the grid stability via the implementation of a virtual power plant strategy whilst creating a seamless charging infrastructure for Toyota and Lexus BEV’s.
Chairman of Board and Director of various Toyota subsidiaries Tasked to create a unified supply chain function to prepare TME for BREXIT, this new team became the foundation for TME through COVID and the semi-conductor crisis, enabling TME to move from 7th to 2nd in market share. Then managing the ultimate challenge, the Ukraine war, needing to close of our Russia Manufacturing business whilst maintaining the movement of product into Ukraine. I managed a team of ~ 5,000 members in 25 countries, delivering over 1,2 million vehicles and around 20 mil m³ of parts to and from over 100 countries. Whilst continuously improving the efficiency and cost structure of our 21 warehouses, 11 vehicle yards and the 7 European Manufacturing sites producing over 800,000 vehicles and 1,2 mil engines in Europe by implementing a strategy grounded on absolute safety.
• (100% Bridgestone Subsidiary) Circ. 350 company owned tyre store in 6 countries with a turnover of €650 Mil, 2,500 direct employees and 1,650 franchise tyre stores operating in 22 countries and operating in 16 languages. • Member of the Bridgestone European Executive Management team • Member of the Bridgestone’s Global Marketing and Retail Committee Created Bridgestone’s biggest customer by merging 22 individual national business, implementing a management structure of 5 regions with autonomous MD’s reporting directly to myself. Closed around 500 no profitable stores then increasing the stores footprint through a M&A and franchise strategy, guaranteeing stability of production and profit for BSEU.
Circ. 2000 Fast fit workshops & 200 mobile vans in 9 countries, employing 8000 staff with sales of £900 Mil. Under the ownership of PIA a successive Private Equity company, I was tasked with preparing the business for resale through the implementation of the new product strategy created under CVC, facilitating the doubling of EBITDA and supported Pit-Stop (our Germany operation) and then Kwik-Fit Group through their sales process. Under the ownership of CVC a private equity fund, I created a new product strategy within the UK operations that could account for 20% of the total sales and 50% of the profit growth by opening over 500 MOT and Service Centre’s within our existing infrastructure facilitating an accelerated