Germany
Having studied mechanical engineering, I have built my career as a senior executive leading technical specialist to deliver business results. Working within organizations such as BMW, as the MD of Rema Tip Top Consulting, and currently, in the area of Strategic Service Business Development, I do understand how to play to the team’s strengths to balance intellect and results. A key part of my success is that I “wake up to contribute”, with an open-minded responsiveness that actively recognises and drives transformation. My determined attitude underpinned by active listening and fact-gathering skills will ensure technical and business aspects are merged with a strategy to deliver both revenue and sustainable profit. I am passionate about winning game by game. My business inspiration and leadership style are drawn from football, to build teams to be more than technical experts and have the mental fortitude to be smart, quick and act decisively. As a mentor at heart, I love to develop people to reach their full potential. This is my contribution to the teams that I lead, as well as developing young talent with high potential that are outside the teams or organisation, to build future leaders.
The Power Systems Business Unit of Rolls-Royce is focused on creating sustainable, climate-neutral solutions for drive, propulsion and power generation. Factory Reman and Overhaul Solutions return the equipment of the customers to like-new condition— delivering the same high standards of performance, service life and quality as comparable new products. These solutions improve performance, and extend the equipment’s life as well as the Life Cycle costs (LCC) for the customer. My Responsibilities. Responsible for the global product management of the Reman and Overhaul Solutions of the customer’s engines and thus contributing significantly to service growth and the sustainability strategy of Rolls Royce Power Systems. - Developing a growth strategy for the global reman & overhaul business across all applications together with the sales units - Definition of the reman & overhaul portfolio for engines, systems and components and development of the product roadmap - Economic evaluation and preparation of business cases to support development projects. - Market entry analysis and evaluation of service business models as a basis for investment decisions to support sustainable growth opportunities - Commercial product development in close cooperation with Service Engineering - Preparation of decision papers for strategic bodies - Managing the product portfolio over the entire life cycle in close cooperation with the relevant stakeholders - Design of marketing concepts for internal and external use in close cooperation with Communication & Marketing - Lead projects to define and target implementation of customer-focused value creation initiatives across the business. End-to-end customer solutions rollouts
MEMCON designs, engineers, builds, supplies, and services customized membrane process plants, especially in the field of Food&Beverage, Fine chemicals, and Environmental solutions. Our technologies are commonly used to add value to manufacturing processes when it comes to recovering value-add by-products and/or “just” re-using process water. My Responsibilities. Developing and implementing the long-term business strategy and driving transformational growth to achieve Memcon's overall strategic objectives. I am responsible for the achievement of all aspects that contribute to business success, including strategy formulation for the global market, commercial approach to engineered solutions and services to generate revenue, -and mitigation of all risks to succeed within the respective markets of Memcon. - Support role to the CEO. - Ensure optimized staffing to run the business. - Manage budget for cost optimization and profit sustainability and innovate and create new ways of doing business in Memcon's strategic markets. - Develop and Promote Strategic Business Partnerships to ensure business growth.
Building a technical advisory service business unit from scratch. Establish new sales channels to position the new service portfolio in the market by seeking collaborations with other companies in the market. Develop synergies and cooperation models between organizations that are operating in the same market without conflicting interests by engaging and convincing the respective companies of the possible success. Growing visibility and awareness and revenue of the business unit in the mining market. Assuming P&L accountability for the oversight of the business unit covering all sales, marketing, strategic planning and business development activities within the African region.
Led design and strategy across high value business projects, contributing to generation of EUR 65M+ annual revenue. Advised senior leadership and executive stakeholders’ strategic planning and execution. Oversaw strategy management from concept to completion, tracking development and progress to maintain corporate goals. By formalising the strategic planning process ensured that company targets have been tracked and business results have been achieved.
Initiated measurable risk matrix and established risk management division to support shareholding company’s IPO initiative – managing cross functional teams across all divisions. Implemented business process guidelines for each business division by liaising and engaging with process owner to identify process gaps and resolve inefficiencies. This was achieved by conducting process audits, write recommendations and plan process improvement projects.
Spearheaded business transformation by driving efficiencies. Developed and executed new business strategy plans to streamline all shared services processes with the impact of cost savings of 8% in the logistics business areas. By reorganizing the procurement processes and introducing commodity categories as well as streamlining purchasing processes we could cut cost by 3% overall (supply chain valued at around 35m Euro) in the first year of the changes introduced.
Responsible for the development of the Process-Equipment and Logistical Planning division of the Assembly Plant in preparation of the new vehicle models, panning, developing, and executing large plant improvement projects. Leading a team of 9 highly specialised individuals. Prepare planning scenarios, prepare submissions for the Board of Directors in the Munich Headquarter, secure the financial aspects of large projects, and eventually implement and commission projects. Facilitate engagements and act as the link between the central planning functions and the BMW Rosslyn, Assembly Plant. Introduced first Assembly Robot System in the Assembly Plant, in Rosslyn, South Africa for the Door-Assembly process. Implemented new Assembly supply concepts using Supermarket and Hypermarket principles. Developed and planned new warehouse – building, equipment, and processes. Ensuring Production Line supply at 98% Introduced One-Point- Access for parts on the Production Line to increase the value adding production time.
Responsible for Fastening Technology, Production IT, Control System Planning and Quality Management System. Evaluating and developing of production IT operational strategies. Managing the interface between the Production and IT which includes the identification and specification of production business requirements for the IT-Teams to provide the adequate solutions. Advice on the feasibility of projects proposed by senior management, specifically from an assembly operations and maintenance point of view, to contribute to effective assembly production processes.