Certified in delivering Phases I, II and III of the Adizes Methodogy.

Trained in delivering Phases I, II and III of the Adizes Methodology.

Trained in Phases I, II and III of the Adizes Methodology. Lecturer on the Foundations of the Adizes Methodology - Roles and Styles of Management, Mastering Change and Managing Corporate Lifecycles.

Helping clients to devise, implement and ultimately finance their ideas, their dreams and their aspirations in a professional and trustworthy manner.

Managed a mission-critical operation with a turnover of some 1.500 K, 12 people and 3 core functions (Sales, Accounting and Technical Support). Turned it around during the extremely demanding period of the pandemic achieving protitablity in terms of EBITDA from -5 K euro on 2019 to some 110 K euro on 2020.

Managed Business Development, Sales & Contracts, Marketing & Communication, Finance & Administration, HR and IT functions of GEP. Reported to the CEO of GEP.• Increased total sales of the company by 17% K euro from 2017 to 2018 through the implementation of the right strategies and their successful implementation.• Played an instrumental role in the development and the deployment and the effective internal and external communication of the vision, the values and the strategic positioning of the organization. Developed and communicated a new corporate identity.• Designed and implemented a number of critical processes including employee recruitment, employee training and development and customer complaints management and successfully implemented them, promoting in this way the systematization of the organization. In parallel, introduced new tools including electronic invoicing and an e-learning platform.

Devoted knowledge and experience in order to help business leaders and their teams to make better decisions and to implement them better.

Leaded a company with an annual turnover of circa 7,000 K euro, 77 people, 3 core (Sales, Installation, Service) and 1 supportive (Finance) functions managed on P & L basis. Reported to the Managing Director of Balkan, Mediterranean and Adriatic of KONE Distributors and New Operations.• Successfully led the demanding integration process between the teams of KONE and ThyssenKrupp that was a key priority during 2015. Effectively communicated the values and the strategy of KONE to all employees.• Strengthened the sales department of the company by choosing the right people, relocating, coaching and training them. Organized the sales department along the functions of new installations and service business. Order income increased by 19% as a result, despite the challenging market environment during 2015.• Successfully restructured the operations department by effectively introducing a maintenance field support function and by organizing it along the functions of maintenance, repairs, new installations and modernizations.• Strengthened the management of and downsized the company so that its size and structure match the market environment. Achieved savings of some 11% over revenues. As a result, the company became profitable for the first time in its history.

Headed a company with an annual turnover of circa 4,000 K euro, 44 people and 8 functions (Sales, Installation, Service, Monitoring, HR, Marketing, R & D, Presales and Training and Finance) managed on P & L basis. Position reported to the CEO of AGIS Fire & Security group of companies.• Effectively drove the company through the procedure of its selling from Tyco International to Syntagma Capital and of its subsequent renaming to AGIS Fire & Security.• Designed and implemented a restructuring plan that resulted in the cutting of costs at a rate of 16%, 5% and 6% over revenues during the crisis years of 2011, 2012 and 2013 respectively. In parallel, invested at a rate of 6% over revenues in key areas during 2013. Kept the company afloat, stabilized and positioned it for growth in this way.• Delivered a positive profitability in terms of EBIDTA during the deep crisis years of 2011 (6%), 2012 (2%) and 2013 (2%). At the same time managed to keep the company clear of any debt.• Opened up and developed a number of new partnerships that proved to be critical after the selling of the company from Tyco International. Introduced a number of new technologies that included some brand new ones like X-Ray Systems, Magnetic Gates and Asset Tracking Systems.• Changed the strategic positioning of the company by building on services. Simultaneously built both on the commercial and the operational side by building standard service products, by developing an SLA philosophy and by introducing various operational efficiencies respectively.• Introduced targeted organizational changes that led to significantly better customer service and smoother operations, the key initiatives being the introduction of a Marketing and of an R & D, Presales and Training Department and the design and implementation of a state of the art commercial and of an after sales service policy.

Managed a company with an annual turnover of circa 5,000 K euro, 70 people and 6 functions (Sales, Installation, Service, Monitoring, HR and Finance) on a pure P & L basis. Reported to the Regional General Manager of ADT Worldwide.• Managed to get the company through a delicate management change process, under extremely difficult circumstances, without destabilizing it and without jeopardizing its profit producing capacity. In parallel, managed to change the culture of the company to an outward looking one.• Successfully developed a functional management team. Also, managed to retain all the talented people in key areas like sales, installations and service by realizing their key role early enough and by motivating them with a new vision for the future. Achieved a single digit employee turnover ratio in only 3 years.• Increased total order income by 4% after 3 years of negative performances in the area of 8% per annum. Managed to do that without the existence of a functional Sales Team, which was literally built from scratch.• Immediately delivered a good P & L result in terms of EBITDA (9% in 2008 and 9% in 2009) as well as an improved balance sheet. Performance dropped to marginally positive EBITDA only during the crisis year of 2010.• Retained the critical customers of the company and increased the total value of the relevant annual contracts despite the strong attacks from competitors. That had been the key to the very important subsequent net increase of the recurring revenues of the company after 4 years of dropping performance.• Efficiently divested the guarding business sector of the company. Designed the whole plan and implemented it swiftly and accurately.

Managed a department of 13 people and 4 functions (Research, Development and Marketing Technical Support, Product Marketing, Procurement and Planning and Marketing Communications). Responsible for turnover, profitability, level and quality of inventory, level of rebates from vendors as well as new product and new business development. Also, responsible for an A&P budget of 300 K euro. Reported to the President and Managing Director of the CPI group of companies.• Proposed a new long-term strategic direction that pointed towards services and total solutions, for the group of companies which was approved and subsequently implemented successfully. Redesigned marketing strategy so that to fit the new requirements of the group of companies and effectively implemented the relevant actions.• Devised and implemented a commercial policy for the new acquisition that set a new industry standard. Also, designed and effectively streamlined a number of critical company-wide processes that helped the company operate much smoother.• Formed and led 4 cross-functional teams for new product, services and solutions development, which resulted in the in-house development of an IP PBX, of a comprehensive lineup of POS solutions, of a comprehensive lineup of printing solutions and of a packaged services scheme that was branded as Service Packs.• Introduced the function of Procurement and Planning, that was based on formal (forecast-led) planning systems and which led to a circa 20% reduction in inventory levels in almost 2 years.• Significantly contributed to the turning of the new acquisition (total turnover of circa 7,000 K euro) to profitability right from the 1st year.

Managed a department of 12 people, including ordinary Dealer Network Salesmen, Key Account Managers, Sales Administrators and Presales Supporters. Responsible for turnover, profitability, DSO and quality of accounts receivable, sales dispersion and customer base activity level. Position reported to the Sales Director of the company.• Devised and implemented a revolutionary commercial policy that led to a growth of 50% in sales to the dealer network for 2 consecutive years (from circa 11,000 K euro in 2002 up to circa 24,000 K euro in 2004). Also, designed and implemented a credit and collections policy that led to an impressive drop of DSO from circa 120 to 80 days and a dramatic improvement of the quality of the accounts receivable, in only 2 years.• Redesigned the structure of the sales department, which made it possible for the company to promise certain service levels to its customers for the first time (99% of all customer requests resolved during the day).• Participated in a large-scale, company-wide, business process reengineering project, for the redesign of the supply chain processes of the company and significantly contributed towards its success. Also, contributed heavily towards the migration to a new ERP system, by being a key member of the ERP implementation team.

As the Business Unit Manager of telecommunications, headed a unit of 4 people and 3 functions, including Presales Support, Product Marketing and Marketing Communications and was fully responsible for its turnover, profitability and inventory levels. As the Sales Manager for retail, managed a unit of 6 Sales Representatives and was responsible for its turnover and profitability. Both positions reported to the Commercial Manager of Altec.

Fully responsible for sales, gross profitability and level of inventory. Also fully responsible for the account of Germanos (one of the biggest retail chains in Greece and in the Balkan area) as its Account Manager. Position reported to the Marketing Manager of Sony for the product marketing function and to the Sales Manager of Sony for the sales function.• Managed to turn one of the most problematic product categories for the Greek subsidiary of Sony into a big success in just 1 year, by achieving an impressive 30% (from circa 6,000 K euro to circa 8,000 K euro) over budget in terms of sales and an equally impressive 40% over budget in terms of profitability in a mature market in which Sony was the undisputable leader.• Managed to keep very low inventories by achieving a record-high, among all product categories, forecast accuracy (forecast versus actual) of 15%.• Won the Tokyo award for the most exceptional product management performance throughout all the Sony companies in Europe.• Almost doubled the sales to Germanos in just 1 year, from circa 1,200 K euro to circa 2,000 K euro, increasing in this way the importance of Sony for Germanos dramatically.• Realized a number of over and above spot sales to customers wishing to use the products for bundles and presents for their own promotional actions.

Fully responsible for the marketing communications strategy and tactics of the club. Position reported to the Business Unit Manager of Sony Telecom Club.• Managed to effect a very extensive and comprehensive set of marketing communications actions including above the line (advertisements to the newspapers, magazines and special press magazines) and below the line (newsletters, point of sales material, signs, brochures and profiles, contests, loyalty programs, direct mails) actions as well as publicity and to increase awareness of the club dramatically in just 1 year.• Managed to finance 70% of the marketing communications expenditure, circa 200 K euro, from vendors (service providers and mobile phone manufacturers).

Responsible for sales, gross profitability and level of inventory. Position reported to the Marketing Manager and later to the Commercial Director of CPI.• Effected the first coupon marketing action in the Greek information technology market, in cooperation with a special press magazine, which increased sales of a product 35 times (from 30 pieces to 1,000 pieces per month) for a period of 2 months and led the product category to market leadership thereafter.• Introduced 2 brand new product categories (UPSs and Scanners) 1 of which rose to account for almost 35% of the company turnover.

Responsible for auditing the stock of the Dealers of Ford Motors that was financed by Ford Credit. Position reported to the General Manager and later to the Financial Manager of Ford Credit.