Responsible for the Global P&L Business Lighting Solutions in Osram, defining the strategy for the profitable growth on the downstream market in lighting. Combining the 3 business units, LUM (Siteco-Osram), SOL (Traxon) and Services (SLS), to improve top and bottom line and leverage the synergies. Develop the business process for the sales channel of Projects and Solutions.

Define and implement commercial and brands strategy in the region combining Zumtobel, Thorn and Luxmate brands to growth, gaining market share and profitability. Set channels and segments structure with the local teams in the countries (France, Italy, Spain, Portugal, and all Latinamerica) Responsible for sales, margins and ebit in the region for all the brands.Set up potential JV and partners, specially in Latinamerica.

Define and implement commercial strategy to asure profitable growth at Thorn globally.Set the organization according with strategy.Define short, mid and long term plan on sales and marketing P&L.Business of 500M Euros, worldwide team in 4 continens 500 employees.

Managing sales and marketing team of a business with 400 M€ turnover in the lighting industry and a team of 380 people spread in 25 countries.In charge of the turn around of the Thorn business, by reshaping the commercial organization and developing a strong growth strategy.Geographic expansion in the DACH countries as well as in EE.

Lighting fittings business . Europe, Middle East and AfricaRoleTo successfully manage the lighting fittings business in the lighting division in GE, as independent P&L , for Europe, Middle East and Africa by growing aggressively the business in revenues and the EBIT, year over year.ResponsibilitiesResponsible for €100MM profit and lost and 150 employees, including all the functions in the business, implementing strategic partners in MEA and expanding the business outside West Europe.Achievements80% growth in sales during in 2006 and 100% growth during first half of 2007.Double EBIT in 2006 and 2007.2008 EBIT 20% growth versus 2007. Gain 3 ptd market share in 09 in a declining market by taking advance of the excellent customer relationsship and the stimulus packages from the government.Increasing market share by twice. Investing in commercial talents in growing regions like EE and ME, sourcing products in China and launching new products developed in house to access to high margin markets like UK. Won important infrastructures projects in Spain, Poland, Turkey, Egypt and Kuwait as well as commercial projects in Dubai and Hungary. I was also leading the closing of the Italian plant and transfer to Hungary, achieving double digit labor and material cost out, needed to compete in a very price demanding market.Reinforcing the distribution channels in new regions in West Europe and well as creating the "projects-tenders" channels on the emerging markets like EE and MEA to access to big infrastructures constructions.

Graesslin businessRoleFull responsibility for the global sales, margins and product and marketing activities strategy, for the timers and thermostats business within GE EMEA.ResponsibilitiesResponsible for €45MM profit and lost and 35 employees world wide, mainly in commercial, PM´s, R&D and marketing functions in the business.AchievementsFrom €33MM to €45MM growth in sales during in one year and doubling marginsReorganizing the sales force and the agents, launching a brand new range of timers and thermostats, launching a new sales channel on DIY, sourcing products and closing important contracts with OEM in the heating sectors, like Vaillant and Bosch, for a value of 5MM euros. Setting up strategy for long and sustainable growth focusing on the high growth and high margin channels (HVAC) and investing in the USA business adding resources.

RoleTo successful manage the R&D team for GE Industrial division in Europe, India and China implementing technical advanced solution to achieve the launching of new products according with business needs, driving and executing the cost reductions and giving technical support to quality, sourcing and manufacturing. . Reporting to the CEO and President of the company in Europe and to the Global R&D GM in the USAResponsibilitiesResponsible for €18MM budgets on expenses and €20 MM investment and 300 engineers distributed in 10 countries, world wide. Setting up goals and metrics mainly focus on:NPI programs, New Products Introduction.VCP, Variable cost productivity.QMI's. Quick market introductions.Laboratories and administration AchievementsDuring 2003, we launched 23 NPI's with $60 MM growth sales.More than 400 projects finished implemented in the 20 factories, $17 MM material cost out. Enlarging the team in India and China to leverage cost of labor and integrating the team in West Europe consolidating centers of excellence.On top of my responsibilities as R&D Director, mentioned above, the CEO gave me the opportunity to work on the "China growth" initiative on a cross-functional role oriented on the complete business view moving the scope of my career to the commercial and operational side.I created a team in China and Europe cross-functional to deliver the growth, $5 MM in 2003 in sales , and cost out , $3 MM.

Global NPI (New products introduction) Program Manager.Leading a team of 70 engineers in Europe, Asia and US, in Technology R&D, manufacturing and marketing to develop and launch a complete new family of Global MCCB's, molded case circuit breakers for the Industrial and Commercial market IEC and UL. Budget was $70 MM. I managed the most important global NPI program for Industrial Systems World wide. This include the set up quality and manufacturing in Puerto Rico Plant and Poland Plant.

NPI (New product introduction) Program Manager Europe. Leading a team of 30 engineers in Germany, France, Spain and India. Using Six Sigma tools to develop an innovative MCCB family for the European market to be number one in the market. Budget $25 MM.