Mülheim an der Ruhr, North Rhine-Westphalia, Germany
As a Leader CFO/CEO my focus is in Transformation, Turnaround & Change Management. I have been a successful leader as both a CEO and a CFO, working with a variety of products, services, technologies, markets and regions. I am passionate about what I do because I am able to deliver concrete results through creating and designing opportunities in challenging international business environments. Throughout my career I have worked on building competencies and skills and I have maintained both a business and results oriented plan. Being flexible has allowed me to work and live in a variety of countries, various markets and industries. My efforts in the positions I have held have resulted in increased company profits, sales, and productivity year after year. My clients and colleagues enjoy working with me because I provide them with direct and open communication as well as coaching and mentoring in a stimulating setting. My Strengths: ✓ Turn Around, Transformation & Change Management ✓ Quality Improvement ✓ Sales Growth ✓ Productivity ✓ Leadership Development ✓ Quality Improvement ✓ R&D, Innovation
With more than 4000 people in 14 manufacturing facilities, Siemens O&G Global Operations provide a full set of operational expertise all around the world. Our organization is set-up to fully satisfy our clients' expectations in every way. Maintaining a leading position in regards to Environment, Health and Safety (EHS), the Global Operations team has developed standardized procedures for manufacturing processes. We leverage all our departments’ core competences to deliver creative, effective, and timely solutions focused on value creation, cycle-time reduction and cash flow. GP O&G Global Operations encompass business functions from product development to product sourcing, manufacturing and outbound logistics. Reliable, efficient and timely supply chain management and operations are an important element in our group’s strategy. We are maximizing synergies among products through teams working together (e.g. gas turbine packaging, gas rotating equipment and air rotating equipment). Digitalization is playing a major role in our strategy and improves both cycle and lead times.
As CEO of the Power and Gas Division I am responsible for 5 global manufacturing sites throughout the US, Germany and China with a business volume of €600 Million. My efforts have resulted in increased profits, sales, and productivity year after year. Accomplishments: ➢ Within 1 year I was responsible for business segment increase in profits multiplied by 5 ➢ Through my efforts I was successful in transforming 1600 employees from a cost-center approach to a customer driven and entrepreneurial frame of mind. This resulted in the creation of new business models and alternative sales and marketing channels. ➢ Recognized the need to establish a professional sales approach, which grew external sales by 300% in 2 years ➢ Productivity was increased by over 30% while decreasing FTE by 500 by modifying the manufacturing strategy. This resulted in a highly efficient manufacturing footprint. Siemens is a global powerhouse focusing on the areas of electrification, automation and digitalization. One of the world’s largest producers of energy-efficient, resource-saving technologies, Siemens is a leading supplier of systems for power generation and transmission as well as medical diagnosis. In infrastructure and industry solutions the company plays a pioneering role. Company Website: https://www.siemens.com/global/en/home/company/about/businesses/power-gas.html
My responsibilities included the oversight of 5 manufacturing sites throughout the US, Germany and China, 2000 Employees and a business volume of € 500-700 Million. Accomplishments: ➢ Refocused the manufacturing and engineering network globally which resulted in reduction of costs by € 5 Million. ➢ Enhanced process productivity throughout the entire value chain through the implementation of a fully integrated SAP system ➢ During my tenure my direct reports moved on to more significant positions. By creating a succession plan continuity was ensured.
During my tenure as CFO in NE Asia I was responsible for € 2 Billion and 6500 employees. Accomplishments: ➢ Effectively organized North East Asia’s new Sector and Cluster Energy division. Achieved a successful consolidation of function roles in all operations and processes. ➢ Initiated an extensive SG&A cost saving program as well as a productivity improvement-tracking tool to maintain profitability as volume growth started to level out. ➢ I played a significant role in M&A activities as well as global sourcing, tax and legal issues.
This position was a temporary assignment as a Business Unit CFO for the worldwide mass transit systems throughout the USA, Austria, Czech Republic, Germany and China. I performed a smooth fiscal year end closing for an organization in transition, focusing on mitigating risks out of numerous crisis situations and established an accurate projection related to the disclosure obligations.
As Corporate Group Controller I was responsible for the internal financial analysis at Siemens Financial Services and Treasury and subsequently the Transportation group. My focus was on leasing activities and growth scenarios, as well as tracking of interest derivatives and monetary policy.
My efforts as General Manager of the Transportation Division included Project Management, Procurement, IT, Logistics, Controlling and Business Administration. I played a major role in the Sales and Acquisition support function.