Juli 2024 - heuteIntegration einer weiteren Gesellschaft am Standort mit nochmaliger Verdoppelung des Volumens und Erweiterung der Belegschaft und SchichtenMai 2023 - heutePlanzer KEP AG, Zweigniederlassung KöllikenFilialleiter - Doppelfunktion zur Geschäftsführung der Quali-Night AGIntegration, Aufbau und Ausbau der Planzer KEP AG Filiale am Quali-Night Standort Kölliken. Aufbau des Personals von rund 65 auf knapp 200 MitarbeiterInnen innerhalb von 12 Monaten bei laufendem Betrieb mit gleichzeitiger Erhöhung des operativen Umschlages um den Faktor 3+ durch strategische Anpassung der Organisation in eine parallel operierende, bereichs- und gesellschaftsübergreifende hybride Unternehmung mit nahtlosem Mehrschichtenmodell.Januar 2020 - heuteGeschäftsführer, Quali-Night AG, Kölliken, SchweizGesamtverantwortung der Gesellschaft mit Fokus auf Sicherung der Qualität, strategischer Weiterentwicklung und organischem Wachstum.Januar 2019 - Dezember 2019Integrationsprogramm in die Planzer Gruppe bis zur geplanten Übernahme der Geschäftsführung der Quali-Night AG.

Speaker at education events on the Incoterms® rules for the Chamber of Commerce, Lugano. Workshops held as classroom training, or in-house at companies’ premises based to specific requirements.Meanwhile, since 2008, more than 800 course participants have attended these events. As well as many dedicated company in-house training's, and Info sessions for Organisations such as Lugano Commodity Trading Association (LCTA) and Spedlogswiss have been held.

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Led on a fixed term contract the multi-channel ICT Logistics with a crew of 180+ associates. Organized in 10+ teams we managed the full Logistics range from Goods Receivables (Inbound), Reverse Logistics (Return, Repair, Service Center), Production, Warehousing, Internal Transport and Shipping (Outbound).

I led the Transport & Logistics P&L CoE for General Electric Steam Power Systems on a global scale. Team was structured and positioned to cover the full range of Supply Chain, including; Research & Development, Engineering, Packaging and Transport Device/Structure (CAD design), Materials Management, ITO (inquiry to order/sales support), Warehousing, Technical / Commercial Project Execution (OTR-Order to Remittance) including job-site installation for equipment up to 400 tons. Service covered also Inbound, Return Logistics & Spare Parts (Outage) deliveries. In-house FI/CO with own ERP-application (including software developer/engineers & global user support). Team was acting as shared service and recognized as the EPC competence center within GE Power. Core member in the pre-closing team and during acquisition, transition & integration phase from Alstom to General ElectricMain tasks & responsibilities:- Led the transition & integration of the legacy department into General Electric | Led the Transport & Logistics Profit & Loss Center of Excellence as a Shared Service | Designed, rolled-out and implement the Logistics HUB model (clustering offices / functions) | Implemented a 4PL execution methodology for non core functions | Led central sourcing integration / commodity strategic sourcing | Established and aligned unit goals with the strategy of the company | Streamlined organization and empowered people removing hierarchical layers | Change Management - Motivated and coached during difficult and unstable transition phase

Aug 2013 – Dec 2015 I led multinational Teams in Capital Projects in the Power Industry with a Portfolio of 60+ Projects globally. High motivated professionals worked in a project driven matrix organization and successfully managed the complex Thermal Power Logistics Supply Chain. Core member of the pre-closing team during acquisition, transition & integration from Alstom to General Electric.Cost and Budget responsibility for various businesses (GAS, STEAM, RENEWABLE, NUCLEAR) | Managed service provider supply base for strategic partnership and project execution | Negotiated / Approved Service Level and Master Service Agreements / Contracts | Drove Transport & Logistics cost optimization projects during tender and execution phase | Managed Risks and led mitigation plans at tender and execution phaseApr 2008 - Jul 2013In agreement with employer I permanently moved to Alstom’s’ project department after the two-year assignment as contractor. In this position responsible for large Project execution in the complex Transport & Logistics environment of the Power Plant business on a global scale. - Managed Project Teams in CH-Baden and ZA-Johannesburg- Contracted logistics service providers on project base- Determined project specific customs duty rules/rates -supervised customs clearance- Damage and Claim management10 months Expat assignment in Johannesburg to develop a local project execution office:- Established Alstom's local (Johannesburg) Thermal Power Transport & Logistics Execution department for the Power Plants Medupi & Kusile- Managed bidding process, evaluated offers and negotiated Project Logistics Service Level Agreements- Recruited and trained the Project Execution Team in Johannesburg

Joined Alstom with a two-year assignment as Contractor of Fracht AG to support the Project Execution team during a high workload phaseWorked out transport invitations to bid and evaluate with freight forwarders and/or carriers | Issued transport orders as per Project- and country specific rules, regulations and stipulations and provided all transport relevant commercial/technical documents | Organized certification and legalization of documentation for cash-in and customs purposes | Monitored Customs Clearance procedures at country of destination | Pre-estimated and post calculated transport related costs | Controlled transport invoices and reckons transport costs | Secured a smooth process between internal and external partners | Represented our dept. at Project Execution Meetings (international) | Secured timely return of transport devices for cost optimization (re-utilization) | Guaranteed a transparent live reporting related to scope, costs and delivery status | Educated and coached apprentices / new employees

Fracht AG Menziken BranchOpened, expanded and managed Operations of the central disposition office of the Alu Menziken Group. Our Implant has consolidated 5 business units (P&L's) under a 4PL model for FRACHT AG as outside agency “Implant ALU Menziken”.- Opened and established the Implant as Agency- Recruited and trained employees of the Implant- Traded logistics / freight forwarding related services- Established customized KPI and reporting standards- Managed European community Customs Operations and Intrastat- Managed European community VAT (reporting & refund)- Acquisition/Sales

Agent in various areas of productionMonth-end controls & Inventory | In- Outbound material management | Warehouse Management | Control & Issue Material Certificates | In-, Outbound | Education and coaching of apprentices & new employees | Associate in the ALU Menziken Holding Project “Transportkonzept Menziken-Gruppe” - Out of this awarded to establish the new Project specific coordination office in Menziken for the awarded company Fracht AG

Extraofficial Security Agent

truck driver