Georg Harrasser Email & Phone Number

Hamburg, Germany

Frankfurt Area, Germany

Stepping in to provide an interim business lead for the region (approx. 500m€ Net Sales, 1500 Headcount) to cover for a colleague on long term sickness so that the business continued to grow and the integration of the former Braas Monier and Icopal businesses was followed through.- Defined and kicked off the implementation of the new Go-To-Market model, combining 4 sales forces into 1, allowing herewith to realize economies of scale and simplified the customer interaction to a single point of brand engagement- Ensure the delivery of the planned synergies of the merger, primarily the significant Top Line growth in 2018 and subsequently in the 2019 budget- Visible felt Leadership: engaging personally at all levels in order to communicate directly during the period of significant change and uncertainties.- Creating the right culture during a period of unprecedented change is critical, even more so during two seismic shifts in the business. This is essential to move the needle forward and motivated people that feel like they belong in the business will deliver enhanced performance.

London, United Kingdom

Merging the two previously independent companies Icopal (2015: 970m€ Net sales, 107m€ Ebitda) and Braas Monier Building Group (2016: 1.234m€ Net sales, 194m€ Ebitda) to form BMI Group with over 10,000 employees- Creating a strategic plan for integration and executing the plan to form one single entity with a consistent global approach with empowered, engaged and motivated employees.- Building the branding strategy to craft one consistent BMI brand across the Group whilst leveraging the strong local heritage brands - Developed and implemented a new operating model (organisational structure, strategic positioning, branding, product portfolio, Go-to-Market strategy) and country-specific sales and marketing approaches (customer segment-specific targeting with dedicated teams) - Work to deliver the synergies, build up united local management teams with a consistent set of values

Frankfurt Area, Germany

- Joining as Chief Operating Officer (COO) in January 2016 to developed a new overarching business strategy for the BMI Group that was approved by the board and execution started. - Promoted into Chief Executive (CEO) November 2016 to assist with the transformation into the BMI Group.- Leadership position in a period of high uncertainty, combining and harmonising cultures from a US parent, Scandinavian part and German cultures. - Communicating and positioning the change as a positive for the business, the team and clients to create a massive force within the sector.

Frankfurt Area, Germany

In charge of the following countries: Germany, Scandinavia, Poland and Russia. More than 400m Euro Net sales and 1500 employees. This was the biggest Region with the BMBG worldwide.- Assigned to this job for 2 main reasons: i) execute a restructuring programme in order to improve significantly the EBITDA ratio and ii) bring Germany back on track: improve significantly the relationship with customers and the image of the company, new team, change the prevailing culture, values and behaviours- Improved Market share, NPS, EBITDA ratio and NS in Germany - Delivered significant growth in Poland: both on Net sales and EBITDA- Delivered improved profitability in Scandinavia

Kuala Lumpur, Malaysia

This region delivered 150m Net Sales and had a higher EBITDA% margin than the average Group, therefore my task was to grow this region. The area covered: Malaysia, China, India, Thailand, Phillippines and later also South Africa- Put local management in each country in place (I strongly believed that if a European company wants to be successful in Asia, it has to see Asia as a "Home Area", and not as an "Export Area". - Built a second plant in India- Prepared the business case for the plant nr. 8 in China- Prepared the acquisition file of Golden Clay in Malaysia, which was then acquired after I headed back to Europe

Italy

Italy