Active Chairman of the BOD

Member of the board of directors as an External Independent DirectorMember of the: Audit, Renumeration and Balance sheet committees

Management of corporate strategic projects at Strauss Group reporting to Deputy President of the group and Strauss Water Global CEO

Management and full responsibility for the confectionary division in Strauss Israel, responsible for a billion NIS in turnover, tens of brands, around 500 SKU's and 900 managers and FTE's. Main achievements:Introducing new products and brands in Israel and abroad.Maintaining MS whilst dealing with challenging and competitive market conditions such as the Covid 19 pandemic and the coding revolution introduced by the Ministry of Health (mandatory marking of products containing high quantities of fat and sugar).Special emphasis of the development of a wide range of solutions for populations with specific dietary requirements – high kosher certification for the ultraorthodox Jewish market, Celiac patients, food allergies, reduced-sugar diet, vegans etc.Increasing by threefold the investment in the factory, adding and expanding production lines and moving to OS manufacturers as needed.Leading and implementing a new strategy for the Division.

Management and full responsibility for the Fresh Food Division in Strauss Israel, responsible for about 350K NIS turnover and 200 managers and FTE's. Main achievements:Increasing the MS of the "Achla" brand from 28% to 35%, surpassing competition and leading the entire salads category in the country.Initiating and planning a new plant for the freshly cut vegetables category in "Brur-Hail".Successfully handling food safety crisis's (Listeria and Salmonella in Tahani), whilst enhancing the quality policies in the Division and publishing stricter quality instructions and processes.

Responsible for all industrial operations of Strauss Company in Israel, including 8 food manufacturing plants in all company categories (the Strauss and Yotvata Dairy plants, Elite confectionary and baked goods factory, Max Brenner chocolates, Elite Coffee, Strauss Salads, fresh vegetables) with a total sales volume of approx. 3.5 billion NIS, 200 managers and 1300 employees. Member of Strauss Israel management team. Role responsibilities and results:• COGs didn't increase while I was in this role, achieving this through a series of streamlined improvement processes while improving the well-being of the FTE's.• Leading a cross company transformation process - from a decentralized operational structure into a central industrial unit – in order to enable increased product innovation, business growth and a continuous improvement in costs and product quality. • Direct responsibility to building a long term operational strategy and its implementation, partner in building the business strategy plans of Strauss Israel. • Sole responsibility for technology and engineering, leader of the Alpha Strauss steering committee for Strauss Israel (the Company's open innovation initiative) and various other technological innovation projects. • Building a business platform designed to increase business and product success, including P&L considerations, product pricing, design to cost etc. in order to understand and meet customer demand and needs. • Leading a multi-year cross company automation process in all group factories in order to generate both short and long term business advantages in a global competitive market. • Building processes and workers development platforms for creating a culture of excellence and implementing world class industrial standards.

Member of the management team. General management of the sweets and bakery factory in Nazareth Illit and the Max Brenner chocolate factory in Beit Shemesh (combined about 800 employees). During my tenure a significant reorganization process was launched, including extensive personnel changes and management team development, physical infrastructures upgrades in factories, improvement of product lines and introduction of quality, food safety and Planning procedures.

Member of the Strauss Salads management team. During my tenure the factory won the Rabin National Quality Award for 2004. In Addition, served as member of the due diligence team evaluating the Sabra USA acquisition, responsible for the operational aspects of the deal.

Established from square one a brand new dairy plant logistics infrastructure at the Bar Lev industrial zone. Member of the plant's management team. Implemented and operated a first of its kind automated warehouse as well as a production floor information management system for the raw materials and packaging materials. Responsible for the factory's production planning process and for initiating industrial engineering function.

Member of the logistics division management team. Role included project management of a new cold store distribution center for the north region of the country and integration of all the system involved (building infrastructures, IT and a unique automated material handling system).Building and implementing the company's logistics work methodologies.

Responsible for performing engineering, logistics and functional planning projects. Projects included the functional planning of Supersol's (largest Israeli retail chain) logistics center, functional planning of a logistics and distribution centers for a couple of other companies, developing a national distribution strategy for a Cypress-based importer, and more.