Build up of the India Region as the second most important market as well as development of the process based group wide Quality Excellence Strategy.Achievements: India with clear roles & reponsibilities and defined growth plan to double the sales volume. Implementation of the group wide Quality/HSE reporting as well as the Quality Excellence mindset program with corresponding implementation modules.

Global P/L responsibility for rotor Spinning, including the core processes like R&D, product management, procurement and production, with sites in Germany, Czech, China, India, USA.Achievements: Market leadership with >50% market share due to product relaunch and USP exlpoitation, all time high profit margin with low product costs and improved quality performance.

Divestment phase 2: Responsibility for the business unit spinning with main sites in Germany, China, India & USA and the product lines ring, rotor, winding.Achievements: Positive Transition from Oerlikon to new Chinese owner Jingsheng. Stabilization of the Business as a base for the newly developed sustainable growth plan.

Divestment Phase 1: Responsible for the Business unit Oerlikon Natural Fibers during the divestment process, with the product lines ring, rotor, winding, twisting and embroidery.Achievements: Successful due dilligence and road show for potential buyers, smooth transition with reliable financial result. Carve out and divestment as a profitable unit.

Sole profit and loss responsibility for the business unit Oerlikon Saurer (with twisting and embroidery) with sites in Germany, Swiss, China and USA.Achievements: Turn around management with significant break even reduction via fix cost reduction, product & process shift to China, portfolio clean up and process optimization.

Implementation of the Saurer global sales and after sales organisation. Development of the Saurer parts & service growth strategy. Adjustment of the global Saurer Branding stragegy.Achievements: Implementation of Saurer as a global brand for textile machinery, especially in Asia. Consolidation of the inhomogenous global Saurer sales & service offices with signifcant cost reduction. Repositioning of the parts/Service area with double digit yearly grwoth.

Global sales responsibility for rotor spinning and winding out of more than 10 global sales/service sites.Achievements: Change process from a German focused to a global acting/located sales force, especially in Asia with sustainable growth.

Build up and implementation of the product Management winding, with communication-, product- and price-policy.Achievements: New product management approach in the latest/next product generation in winding from the R&D stage to successful market introduction. -> Significant increase in market share for winding.