• Management consulting with focus on process optimization in sales and operations, strategic business planning• Industry expert in fire protection market with focus on technical fire protection, structural fire protection, passive fire protection• M&A advisory services: Investor strategy, target search, negotiations, spokesperson (specialized in fire protection market)• Business transformation and restructuring officer

Responsible for P+L of the group, improved EBT by 2pp (in 2y), annual revenue of ~100 M€Organization of 1042 people in Sales, Services, Pro-duction, Research & Development and shared servicesDeveloped strategy 2025 (“One Stöbich”), with 50% top-line growth and +10pp bottom-line growthDrove digitalization (ERP implementation, PLM implementation, use of digital tools for sales efficien-cy)Owned restructuring and transformation of Stöbich Group: process efficiency, integration of affiliates into the group & organizational change managementJoint battery/E-mobility development with OEM´s:battery efficiency improvements, fire protection solutions, improve efficiency for batteries, new con-cepts (markets, alternative uses, etc)Operated batterie test center for lithium-Ion batteries for automotive customersR&D ownership, including portfolio harmonization & market/customer orientated developmentPatentholder of 10 2021 112 489.1: Fiber bragg sensor for detecting target substance and method of manufacturing fiber bragg sensor for detecting target substanceInteracted with public institutions, including Lower Saxony’s prime minister & economic minister

Responsible for P+L of Industrial Refrigeration (IREF) for Germany and Switzerland in anorganization of more than 250 people in Sales, Services and AdministrationCarve out of IREF business from the Building Technologies and Solution business to become an focus area of JCI Negotiation with local works council to make carve out happenInitiate margin expansion and margin protection initiatives with an P+L impact of single digit M$ (initiatives currently in execution process)Initiate revenue growth initiatives with a top line growth of double digit M$ (initiatives currently in execution process)

General Manager (CEO) of Johnson Controls SwitzerlandResponsible for P+L of Building Technologies and Solutions in Switzerland, which is the combination of the former TYCO business and JCI Business in SwitzerlandIntegrated the organization into the combined business (JCI/TYCO)Created and executed growth potentials and saving synergiesExecuted rebranding strategy

Acted as Member of the Board of Swiss Alertis, an alarm handling business in Switzerland.Supervised quarterly management team on strategic direction and operational success.

General Manager (CEO) of TYCO Intergrated Fire & Security SwiterlandRun P+L for SwiterlandAccounted for a three-digit M$ annual revenueLed an organization of more than 250 people (downsized from more than 300) in Sales, Services and AdministrationStrategically shifted the business to a solution oriented business with high portion of services (projects) and executed the Sales transformation to become an important player in solution oriented Fire and Security business Integrated the business within Switzerland and into the TYCO group cultureNegotiated big and important project contracts with customers in SwitzerlandPerformed the turnaround of the business by restructuring exercise (streamlined portfolio, people, processes, organization) led to an increase of EBIT by 6% and an increased productivity in execution by 9 pointsRebuilt go-to-market model by combining branches and implemented a proactive sales approachStarted implementing industry 4.0 concept: BIM (Building Information Modelling)Built and executed profitable growth plan: 40% revenue growth and doubled the EBITBuilt and executed new logistic concept which led to an efficiency increase by 8%Cleaned up the balance sheet (identified and removed non valuable entries)Established HR concept for succession planning and talent acquisition Implemented a system of measures to ensure business performance as expected

Responsible for direct sales of full Dassault Systemes Portfolio into the Global Accounts on a worldwide base at DAIMLER, VW Group, BMWLed an international sales team in EMEA, Mexiko, ASIA and Brasil (18 people)Negotiated multi M$ software and services contracts with BMW, VW and Daimler across the world in Germany, ASIA and AmericasUsed my automotive expertise and customer insight to focus on growth within current footprint and developed new area’s based on recent acquired portfolio of Dassault SystemesDrove the customers to the next level of 3D Experience using the DS business platformGrew the revenue by 25% in this time

Responsible for direct sales of full Dassault Systemes Portfolio in Europe North (640 customers) annual revenue of 280 M€ o/w 230 M€ in softwareGrew the revenue 18% y/y Led an international Sales and execution organization in UK, Germany and Sweden (36 people) and 210 people in operations and services.Negotiated double digit M€ software and services contracts with customers in UK, Germany and SwedenSucessfully integrated the acquisition of the IBM PLM into DassaultSystemes: A non-organic growth of 108 people, which needed to be integrated into an organization of 18 people (sales only).Developed a direct sales culture and acquired new customers, while driving customers relationship and satisfaction and building a multi-channel sales approachIntroduced the new product portfolio (V6) into the marketManaged different organizational changes successfully such as industry diversification and adoption of GTM.

Responsible for P+L of DEMIA business in GermanyResponsible for full Dassault Systemes Business of all brands in DACH and Eastern Europe for large accountsLed an international Sales and execution in UK, Germany and Sweden (120 people)Annual Revenue responsibility of 150M€ with a performed Y/Y growth of 11%

Member of the WW DELMIA Executive BoardResponsible for P+L of DEMIA business in EMEA NorthLed an international Sales and execution in UK, Germany and Sweden (130 people plus 70 people in R&D)Negotiated multi M$ software and services contracts with customers in UK, Germany and SwedenAnnual Revenue responsibility in the area of 25M€ using different channels: Direct, Business Partners and IBM with a performed growth rate of 13% Y/YResponsible for all Business aspects in Germany and EMEA North including Market strategy, Sales, Services, Business Development, Finance/HR, and R&DClosed down R&D department in 2008 and move activities to India and FranceStrong personal relationship to Executive level of DELMIA customers

Responsible for delivery of PLM implementation projects in EMEAResponsible for P+L in Professional Services EMEATeam of 550 people, generation $ 110 million in 2005Responsible for Business improvements in Professional Services EMEA, such as efficient project managementManage Services Business within different culture cross EMEA Mission is to support UGS strategy to become a $ 3B software company by implementing the right services strategy

Responsible for delivery of manufacturing solution implementation projects on a worldwide base within the PLM areaResponsible for the P&L organizational worldwideTeam of 150 people, generated in 2003 M16 USD, grew to 20M USD in 2004Led an international team in USA, ASIA and major countries in EMEANegotiated big and important services contracts with customers in USA, Japan, China and major countries in EMEAManaged Services Business within different culture cross worldMission is to move GPS from a pure support organization to a key success factor in the Manufacturing Process Management software area by focusing on topics like skill management, knowledge management, project management and resource sharingDeveloped and implement project management execution tools cross world to leverage skills and knowledge. Increase of productivity by 7 points.Oversaw Professional Services organization on a global scale with a focus on M&A, integration of strategies, processes and policies of combined companies to build one unique culture cross worldAdvisor to executive management team on all people related programs and policiesAnalyzed policies of parent company and acquired companies to harmonize under one organizational structureEvaluated multiple business plans and perform comparative analysis to determine best fit for combined companyIntegrated best business process operations to optimize support to employees and external customersCreated compensation banding and position leveling for parity throughout the merged organizationDirect reports include product development; project management, deployment and customer care managersResponsible for all phases of Product Life Cycle process, including establishing short and long term strategies, goal setting, assessment criterion, budget approval and controlBuild, train and coach cross-functional development and project management teamsIntegration of quality assurance programs into the process

As an Expad I was continuing to drive the Tecnomatix worlwide services buisiness from USALed the Services organization in USA based on a given P&LImplemented an organizational structure which supports further growthEstablished skill management and knowledge management

Responsible for all projects at industrial customers in the PLM area.Moved the business from a pure Dassault oriented one to a more market driven one by expanding the service portfolio, implementing a specific PLM implementation methodology and focusing on a consulting selling ap-proach.Generated significat Reveneu growth (double digit growth)Practice had 80 practitioners, 7 principals and 3 PDM’s direct reports, focused on engineering oriented projects.Appreciated for my expertise in sales support, sales, system integration and project management.Consulted a a wide range of clients in both, size and industries on business processes and solutions

Principal responsibilities were to sell software and services as a package to dedicated customers.Responsible for handling the stategic customers such as BMW; Daimler-Chrysler; Toyota Motor Sport; Airbus; Yazaki; 3MAchieved significant personal signing results (6.5M USD) and drove a personal utilization of 38%

Responsible for transformation of IBM Engineering Solutions from a pure application software orientated sales focus to an IBM solutions focus that included professional consulting and services in CATIA and IBM Product Manager environment.Focused on building up the IBM Professional services re-sources with a focus on the environment.Contributed to the department revenue grew from 2 M$ to 12 M$.

Responsible for implementing IBM Product in the PDM area.Built my skills in project management and professional consulting

Responsible for implementing ERP-Systems

Implemented business processes in the ERP area with COPICS