Jonathan Rogers Email & Phone Number

Pixact Ltd. based in Tampere, Finland, develops and supplies novel inline measurement technology based on optical imaging. Our mission is to provide new tools for the diagnostics of industrial processes involving particle-gas-liquid suspensions.Measurement data generated by the Pixact technology enables a new level of process control and optimization and facilitates the streamlining of operations.

São Paulo Area, Brazil

Leading supplier of solutions in the machine vision and industrial image processing sector invoicing € 160 million worldwide. The company's products are used for quality and surface inspection as well as robot vision in automated production. Principle markets are the automotive, glass, paper, printing, metal, plastics, solar, packaging, food and pharmaceutical industries. Headquartered in Darmstadt, Germany, the company employs 800 people in more than 25 locations globally. Responsible for all the company’s activities in South America with revenues of BRL 30 Mio. • Fundamental transformation of the business model of the local entity from that of a sales office to operate also as a distributer, thereby increasing customer satisfaction, market share and overall Gross Margins; development of representatives in Argentina and Chile; restructuring the aftermarket department to be a proactive customer orientated unit, increasing sales by 20% in the first year.

German multinational operating in the automation segment, with revenues of €1.4 billion/year and 7 thousand employees and with BRL 86 million/year and 130 employees in Brazil; a global leader in the supply of sensors and instrumentation solutions supplying to multiple industrial segments (automotive, consumer goods, packaging, oil and gas, mining and steel).Reporting to the Board in Germany, responsible for all the local entities operations; including the preparation and implementation of the annual Strategic Plan and budget, monitoring results through principal KPIs.• Review and restructuring of the business model in Brazil through a Change Management project, resulting in an increase in earnings from BRL 72 Mio in 2014, with financial losses, to BRL 86 Mio in 2016 with an of EBIT 6%;• Implementation of Microsoft CRM, as a strategic tool for sales execution and follow-up and SAP linked with a BI module allowing for a real-time vision of company results;• Analysis and renegotiation of contracts with main clients, including maintenance contracts with steel mills and oil and gas producers, reverting the contracts from loss to profitability;• Adjustment of the remuneration package for the salesforce and the coverage model as part of a new consultative sales culture;• Review of the coverage and renumeration package for the sales force, realignment of pricing strategies and stock levels in accordance with market requirements.

São Paulo Area, Brazil

US multinational with global earnings of USD 350 Mio/year and 1,900 employees with a strong presence in the pulp and paper industry. The Kadant Johnson division manufactures rotatary joints and provides steam systems for the pulp and paper, steel, printing, food, rubber, plastic and textile industries.• Implementation of a local lean manufacturing business model using international BU´s units to serve the South American market; • Outsourcing of support activities (IT/HR);• Reduction of BRL 2 Mio/year in fixed cost in the first 2 years; average increase of annual revenue of 10%; reversal of losses from 5% to an average profitability of 8% (EBIT) in the following years;• Establishment of a strategic culture using market intelligence to map the installed base, of Kadant and the competitors, to define goals and strategic actions;• Restructuring of the operation in Argentina, resulting in a commercially viable enterprise, offering local stock and technical services to the local market;• Implementation of the Balanced Scorecard to prepare and monitor the company’s strategic goals. The Brazilian branch was the first to deploy the BSC;• Improvement in the on-time delivery results for clients in the region from 90% to 99%;• Change to a solutions provider allowing added value after-market services for clients through modern preventive maintenance programs resulting in maintenance contracts and client loyalty;• Improved overall service to clients including better commercial conditions, raising the profitability of after-market sales to an average of 60%;• Closer relationships with representatives, helping to direct regional strategies aligned to global strategies, resulting in increased revenues of spare parts by 30% in the first two years.

São Paulo, São Paulo, Brazil

US multinational, 2nd largest paper machine manufacturer worldwide.In charge of the after-market area of the Pulp Division in South America.• Preparation of the strategy and sales goals of spare parts and development of preventive maintenance programs for major clients in the region; subcontracting, training and leadership of teams with up to 100 engineers and maintenance mechanics during annual service shutdowns of the pulp and paper plants of major companies, including Suzano, Klabin, International Paper and CMPC.

Mba, Production Engineering

Master Of Business Administration (Mba)

Bachelor Of Arts (B.A.), Business/Managerial Economics

Education record