Germany
As Group Senior Vice President and Global Head of Marketing and Sales for Industrial Automation and Global Head of Group Solutions & Channels, I oversee all global solutions and channel teams, continuing to drive the growth of global accounts. Responsible for the oversight of employees of the marketing and sales organization of the Industrial Automation business as well as country responsibilities across Brazil, Australia, Singapore and Korea, I lead marketing and sales for industrial automation as well as the group marketing and sales program. OTHER KEY CONTRIBUTIONS ❖ Responsible for multi-billion-dollar orders and to grow market share, expanding share of wallet and growing NPS ❖ Further strengthening and diversifying the leadership team and building a professional marketing and sales organization in the Industrial Automation business
As Group Senior Vice President and Global Head of Sales, I was responsible for the group’s global accounts in oil, gas & chemicals, metals & mining, machinery OEMs, distributors, utilities, engineering procurement, construction companies (EPCs) and datacenters. Responsible for the Group Segment’s land transportation and food & beverage, I drove deployment of a growth strategy that included hiring new talent, retraining current employees, and collaborating across businesses. OTHER KEY CONTRIBUTIONS ❖ Turned around order decline in 12 months, grew the accounts above market by growing market share, improving net promoter score by double digits annually, increasing hit rates for large projects, and growing share of wallet ❖ Led strengthened account management through strategy, structure, process and stringent adoption of a new CRM tool, Salesforce ❖ Drove the digital, robotics, and automation agenda for global accounts
Leveraging my executive leadership, P&L management, deep global F&B expertise and international experiences, I built and executed on a three-year plan that supported the CEO’s mission to create a customer segment-focused F&B organization. OTHER KEY CONTRIBUTIONS ❖ Doubled revenue of the F&B segment with a double-digit CAGR and grew in market position to one of the top four players in two years ❖ Built the entire F&B teams in over 50 countries across marketing, technology, R&D, business development and account management ❖ Strengthened the segment by developing a global sales force, including channel management and establishing strategic partnerships ❖ Created a solution-driven portfolio addressing customer needs and a focus on service and digital offerings
In this role, I was responsible for developing and executing financial strategies, sales initiatives and processes that optimized key performance indicators for the most profitable business unit and the highest EBIT contributor in the company, which consisted of four dairy plants and one fresh cheese production facility. Intently focused on driving growth, obtaining new customers, building global channel management, and maintaining profitability, I oversaw €1.1B in turnover and 1,000 employees across the organization, and managed sales team across 25 countries on three continents. OTHER KEY CONTRIBUTIONS ❖ Improved European-wide channel management by selecting and deselecting channel partners and installing a pull- and push-focused, performance-incentivized sales organization ❖ Developed new markets for relevant production categories in Asia and the U.S., generating topline growth through initiatives in Asia and growing HORECA customers by double-digits ❖ Drove new product development with strategic customers like Starbucks and McDonald’s ❖ Consolidated production footprint in Belgium, Germany and the Netherlands by closing and merging plants, reducing costs significantly and improving OEE by over 10% __________ Royal FrieslandCampina is one of the world’s five largest dairy companies, supplying consumer products such as dairy-based beverages, infant & toddler nutrition, cheese and desserts in many European countries, Asia and Africa. The company has annual revenue of €10.3B, employs 20,000 people, exports to over 100 countries and operates more than 100 production facilities and sales offices in 28 countries.
I was recruited into this role to develop and execute a turnaround plan across finance, sales, operational optimization and senior leadership for a branded business unit with about €1.B in turnover and 1,500 employees. KEY CONTRIBUTIONS ❖ Successfully recruited, vetted, and hired an entirely new and diverse management team to strategically implement a turnaround strategy 18 months ahead of schedule and grow market share for key brands ❖ Established an organizational focus on a healthy working culture; innovative product portfolio; efficient production, operational, and supply chain management; and increased speed to market—resulting in revived profitability ❖ Revamped and strengthened category and brand management for the iconic Landliebe brand to the number-one white dairy brand in Germany through execution of an aggressive sales and marketing plan that successfully penetrated new distribution channels ❖ Reduced operating costs by several million dollars by introducing the Kaizen/Lean Management processes in five facilities
I was recruited to this position to manage the German and Eastern European business unit with €450M in turnover and 850 employees for a bottling operation with key clients that included Coca-Cola, Heinz and AriZona Beverages. I oversaw marketing, sales, procurement and supply chain, and human resources. One of the achievements in my role as Managing Director was planning and executing the merger of multiple operating companies into Refresco Holding Germany. This required me to rewrite existing strategic business plans, including defining the financial targets for five production facilities in Germany and the Netherlands. OTHER KEY CONTRIBUTIONS ❖ Improved profits by 15% by transforming supply chain operations across all production facilities ❖ Successfully managed due diligence and supply chain integration of two German acquisitions, generating significant accumulated cost savings ❖ Freed up critical resources, increased productivity, and boosted cash flow by identifying and eliminating unprofitable product lines ❖ Established a successful European key account management function by developing cohesive strategy toward the European trade and wholesale __________ Refresco is a leading European bottler of soft drinks and fruit juices for retailers and A-brands. Refresco has production locations in 13 countries across Europe and annual revenue of €3.7B. The group employs over 5,000 people and operates 59 production facilities.