The BPN (Business Professionals Network) foundation, based in Switzerland, has been active since 1999 and operates in 5 countries: Georgia, Kyrgyzstan, Mongolia, Nicaragua and Rwanda.BPN supports small and medium-sized entrepreneurs in our partner countries with the aim of securing and creating long-term jobs and thus contributing to local economic development.Responsibilities:- Training on "Understanding Customers" - Coaching of local entrepreneurs

Mission: Consulting service business on special topics, reporting to the Head of Global Service Sales. My main mission was to grow and protect our service business.Responsibilities: - Sales push to promote IoT services (value propositions, pricing, sales incentives)- Development of sustainable "green" service contracts and launch in 10 selected markets- Develop PowerBI business reports and globally train sales managers- Business process owner for initial SalesForce configuration- Develop virtual sales approach and training in time of Covid- Support service contract loss prediction (machine learning) and oversee test introduction and global roll out.

Mission: I was promoted as Head of Service Processes & Tools, reporting to the Executive President for Global Operations. My main mission was to introduce a new Customer Relationship Management System CRM for Service, including a new power pricing concept and digital services. Responsibilities: - Project manager for CRM introduction and global implementation- Developing power pricing for Services (in collaboration with the Boston Consulting Group BCG and Simon Kucher SKP)- Collaboration in defining and introducing new digital services (IoT)

Global Head Portfolio Management, LucerneMission: I was appointed Head of Portfolio Management reporting to the Executive Director for Global Business. My main mission was to grow the global portfolio of lift installations under contract.Responsibilities: - Oversee business development on global scale.- Lead portfolio growth initiatives - organization, training and sales management - segment specific sales approach and tools - customer relationship and service offerings - branch improvement programs (mainly France and Czech Republic)- Coordinate with Zone Business Management on strategy, guidelines and project management- Direct program implementation in Europe North and support Program Managers in other Zones.- M&A in UK, coaching of talents and implementation of global IMD training on Customer Centricity

Associate Director, Business Management Europe North, LucerneMission: I was appointed Business Manager reporting to a member of the Group Management Committee. My main mission was to lead initiatives across Northern Europe, Eastern Europe and Russia.Responsibilities: - Lead portfolio protection initiatives in Switzerland, Austria, UK and Czech Republic.- Lead customer centricity initiatives (segment specific sales approach with focus on customer relationship and transparency of service offerings).- Aligned service offerings and legal contracts in Ukraine, Bosnia and Greece. - Coordinate with Global Business on strategy and guidelines- Direct Schindler and subcontracted IT teams (system adjustments, data migration, testing and training) for SAP implementation in Romania.

Associate Director, Global Product Line Management, Existing Installations, LucerneMission: I was appointed Business Process Owner as part of the Global management team. The Global team is reporting to a member of the Group Management Committee. My main mission was to align maintenance sales and systems. In a first phase until end of 2009, my work focused on Eastern Europe, later on India, Turkey and Russia.Responsibilities: - Lead local product line managers towards implementation of new maintenance contract sales strategy.- Coordinate with other Process Owners (new installations, modernization, repair, finance).- Direct Schindler and subcontracted IT teams (system adjustments, data migration, testing and training).Key highlights and achievements to date include:- Gained zone management support for radically changing marketing & sales approach in all Eastern European countries, including Poland, Czech, Slovakia, Slovenia, Hungary, Croatia and Serbia.- Initiated change with interdisciplinary task force (corporate marketing, legal services, learning & development). - Achieved sizable increase of sales of comprehensive contracts with better price quality. - Implemented SAP One Single Client in Poland and Czech, supporting the new strategy.

Mission: I was responsible as Portfolio Manager for retaining and growing a portfolio of 624’000 installations, worth CHF 1’604 million. I was part of a management team, reporting to the area responsible for Europe.Responsibilities: - Lead portfolio managers in 15 European subsidiaries (functional responsibility).- Coordinate with Global Key Account Management. Key highlights and achievements include:- Implemented new customer retention program in key subsidiaries. Managed to reduce contract loss rates and prepared the organization for the economic downturn (adapted sales tactics).- Initiated new and more customer oriented SAP platform supporting portfolio management.- Brought together all European portfolio managers in quarterly meetings to create a one team approach. Created a forum for experience sharing and development of junior members.

Mission: The European Product Line Management was a new function responsible for developing vision & strategy for Existing Installations and leading the local management (in matrix with EU field operations). Responsibilities: I was nominated team member in charge of implementing major projects in all European subsidiaries. Key highlights and achievements to date include:- Performed field studies in order to segment the market and position Schindler as preferred supplier. Defined new customer oriented service products (including pricing, marketing, legal solutions and eLearning). Piloted and introduced the new strategy in all European countries. Increased share of comprehensive maintenance contracts from 45% up to 60%. Improved price quality by selling new value added options. - Lead European task force defining business principles and process definitions. As a result, the Group launches a new SAP One Single Client solution, rolled out to all subsidiaries after 2003.- Contributed to the Existing Installations Europe strategy, with focus on “Customer Understanding”.

Mission: I joined the Group Management initially as part of a process re-engineering project. In addition, I contributed to selected Corporate Development and M&A projects. Key highlights and achievements include:- Designed new EU spare parts distribution strategy with only few centralized warehouses. Piloted innovative overnight deliveries on service technicians’ car site. Introduced first in Germany, this concept was the blue print for today’s European distribution network. - Developed market strategy how to enter emerging eastern European markets. Gained executive level support for acquisitions in Russia and consolidation of vendors in other countries. - M&A: Initial bids and due diligence of various companies (validation of portfolio, employee and financial figures).

Mission: I joined the regional management board charged with developing the Bavarian New Installation market to its full potential. In this function I was reporting to the Regional Manager.Responsibilities: Lead the sales & installation department with 7 sales representatives, 8 back officers, 6 supervisors and 34 new installation fitters. Budget of € 15 million sales. Key highlights and achievements include:- Turned around back office motivation and performance (order entry, drawings)- Hired new high potentials for sales. - Acquired prominent projects (Messe München, Airport). Increased market share significantly.- Balanced capacities in line with economic downturn in order to keep profitable.

Mission: I learned about the Group’s business areas and product lines (elevators & escalators, manufacturing, logistics, operations, sales & finance).

Company: Systag is an engineering company in the area of chemical process development and automation. In 1988 the owner decided to expand its business from large scale process automation to solutions for research laboratories. The company is privately owned and has approximately sales of CHF 8 millions. Position: Sales and Marketing Director, member of the board, ZurichMission: I was asked to build up a new division with focus on laboratory automation. Building on the companies strength in developing control hard- and software, Responsibilities: Lead small team of development, application and sales engineers (8 direct reports and sales of CHF 2 millions in 1992).Key highlights and achievements include:- Launched new series of smart laboratory controllers, data collection and statistical optimization software for biotechnical and chemical processes development.- Created new sales organization with sales & marketing; application engineers in Switzerland, Germany and Benelux.- Grew sales with important new customers; able to pay off investments in new division.

Company: Founded by computer visionary John Diebold in 1961, the Diebold Group was a leading edge technology consultant. The Group consulted its clients in the field of information strategy, business process automation, efficiency studies and marketing strategy. John Diebold sold the Group in 1991 to Debis, a subsidiary of Daimler-Benz Interservices AG.Position: Management ConsultantKey highlights and achievements include:- Conducted several overhead value analyses for public and private companies in Switzerland and Austria.- Participated in IT evaluations, strategies and concepts. - Developed two investment goods marketing strategies for large Dutch technology group.- Organized international IT conference for clients in Zurich.