Jari Salo Email & Phone Number

Espoo, Fi

Helsinki, Helsinki, Fi

Recion Oy Ltd. restructured successfully past years to meet future challenges and growth.

Jyväskylä, West And Inner Finland, Fi

www.pinja.comBoard member of Pinja with a vast industrial background. Added value to Pinja Group operations with my broad industry knowledge and experience. Pinja evolved from an engineering company (Protacon) into a high class SaaS Software company.

Tevo Lokomo Oy is selling and marketing as well as manufacturing steel and bronze casting components to marine, steel, pulp and paper, hydro power, nuclear power, mining and minerals industries. Sites are in Tampere and Turenki in Finland. Turnover 2018 was 24 M€. www.tevo.fi. My contribution to Tevo Lokomo:- Management Team building and people development.- CRM to sales operations and adding new sales resources- New customers introduced, both Bronze and Steel components- Implementation of product calculation (pre/post) + finance meters- Development on quality, productivity and on-time deliveries- Delfoi planner implemented manufacturing scheduling- Integration of Tevo based Bronze foundry operation into Tevo Lokomo and restructuring, cost saving programs- Visual management and Lean

Kumera Drives Oy, located in Riihimäki, Finland, is the biggest gearbox manufacturing facility in the Power Transmissions Group of Kumera Corporation. The operations have full production capabilities from production of gear components to heat treatment, assembly and testing. In the engineering department R&D projects are carried out constantly with dedicated resources while the extensive product engineering organization supports the sales and production of customer tailored applications. Kumera Drives is ISO9001 certified and all products fulfill the requirements of international standards such as DIN, ISO and AGMA.My main contribution to Kumera Drives:- Growth both top and bottom line - Development of sales operations by introducing CRM system/new way of working. Hiring new sales resources- Introduction of sales through web based portal Power-Plaza- IoT (Internet of Things) solutions for condition monitoring of gearboxes- Supply chain development by concentrating suppliers and sourcing lower cost base countries- Investments into production equipment enhancing quality and productivity

Reka Kumi Oy is a solution supplier to heavy vehicle and engineering industry with respect various rubber elastomers based products. Company has production plants in Aura (Finland) and Dopiewo (Poland) as well as partnership companies in Asia. Market is Europe. Turnover was 18.2 M€ in 2014.My main contribution to Reka Rubber:- Focus on profitable growth within selected segments strategy- Further internationalization of the business- Enlarging customer base and product scope- Succession planning of key resources

Reka Cables Oy is an electrical power cables supplier to technical wholesalers, power generation and electrical installation companies. Market is Nordic countries, Baltic and Russia. Manufacturing in Hyvinkää, Riihimäki and Keuruu / Finland. Turnover 2014 was 80 M€. www.reka.fi.My main contribution to Reka Cables:- Releasing cash: Stock and WIP reduction programs- Sale of Russia based daughter cable companies- Strategy focus on underground cables and profitable growth- Increased factory utilization

Neo Industrial Plc is a stock listed (NASDAQ OMX Helsinki) investment company, with turnover 80,1 M€ in 2014. Neo’s focus is industrial investments, where it can actively develop the portfolio companies. The current business segment is Cable industry by holding 100% Reka Cables Oy in Finland and 23% Nestor Cables Oy in Finland. Cable segment companies are marketing, selling and manufacturing high/medium voltage as well as installation cables to power transmission and optical cables to data transmission. www.neoindustrial.fi.My main contribution to Neo Industrial:- Restructuring the company into profitable business scope- Restructuring company financial base and debts- Financial negotiations and agreements with financing parties ensuring company’s continuation- Business segment(s) development and improving results-->The share value year 2015 increased 300% compared to 2014 mean value

Uusikaupunki, Fi

ValuCast Group is a solution supplier to international OEM engineering companies. The Group consists of three companies; Uudenkaupungin Rautavalimo (URV) Oy/Finland, Heavycast Karlstad AB/Sweden and Baltian Rautavalimo (BRV) Oü/Estonia. Besides own foundries the company operates URV Supply System, whereas components are manufactured by partner foundries located mainly in Asia. ValuCast turnover was 52 M€ (2011) and employed about 200 people. www.urv.fiMy main contribution to Valucast Group:- Value based sales, new customers introduced- Strategy change from castings to ready to assembly components- Sales contracts with Siemens WindPower (personal key account)- Supplier base development in China, new foundries introduced- Restructuring USA operations- Swedish operations strategy options

Konepaja Häkkinen Oy is a system supplier to international engineering OEM companies. Company performs machining subcontracting operations and welded steel components. Konepaja Häkkinen Oy turnover was 38 M€ (2010) and it employed about 340 people at four sites in Finland. www.konepajahakkinen.fi.My main contribution to Konepaja Häkkinen:- Business strategy planning further develop the Group business and structure- Development of sales operations/new business segments- Customer base development and value based sales- Successful introduction to Norway Offshore Industry

Helsinki, Southern Finland, Fi

I was located in The Netherlands.Accountabilities: Quality, Delivery, Cost and People. Leading and developing global ship propulsion systems engineering and manufacturing within Wärtsilä. Area of responsibility is globally located, eight production sites; The Netherlands, Norway, UK, Spain, Japan, India and two sites in China. 1900 people global operation. My main contributions to Wärtsilä Propulsion:- Restructuring Propulsor, Seals and Bearings business into new structure and final integration into Wärtsilä organisation structure- Lead time reduction of Azimuthing Thrusters manufacturing from 13 weeks to 4 weeks and doubling output in one year by implementing Visual management, Lean principles, Pull control, Delivery teams,5S programs, ARCI, Zero Injury, Risk Management- Values Stream mapping, Design to Cost

Helsinki, Southern Finland, Fi

Managing Director of Propulsion Centre of Excellence located in Drunen, The Netherlands. Active in selling, manufacturing, delivering and servicing propulsion equipment in the global market place. Number of people 600.

Helsinki, Southern Finland, Fi

I was located in The Netherlands.Accountabilities: Profit (EBIT), Netsales, Quality, Delivery and People. Responsible for global Propulsor Business: Marketing, Sales, Engineering, Manufacturing and Servicing Propulsion equipment to global shipbuilding industry. Site locations in The Netherlands, Norway, Spain and in China (two units) with 900 people. My main contributions to Wärtsilä Propulsion were: - Taking over and merger the Propeller Business from John Crane Lips in 2002 and integrating into Wärtsilä Corporation- R&D of new propellers/propulsion systems- Marketing plans leading into increased market share and higher profitability- Reshaping manufacturing footprint in Europe and Asia- Investment programs in manufacturing, setting up and dissolving Joint Ventures - Business process improvements in terms of SAP/R3, PDM, CAD/CAM. - Management team building and development of personnel- Profitability increase from initial loss making business (2002) up to 9% EBIT 2006 with 300 Meuro turnover. Focus on increased sales margin, efficiency and cost reductions. - Setting up two factories in China; one JV and one wholly owned

Helsinki, Southern Finland, Fi

Acquisition preparation of John Crane Lips in terms of Due Diligence and business plans.

Helsinki, Southern Finland, Fi

Accountabilities: Quality, Delivery, Cost and People. Leading and developing diesel engine manufacturing plant in Turku, Finland, 500 people operation. My main contributions to Wärtsilä Turku Factory were: - Increasing factory out put, efficiency and quality by enhancing lean principles, visual management, pull control, CIP/Kaizen, KPIs, Self Assessment, TQM and TPM. Management Process Training Program.- Leadtime, working capital reductions and supply chain development. - Builting up high performance teams and management- Bottom line growth by manufacturing cost reduction- Increasing manufacturing output by 150% during years 1997 – 2002 to cope with increased demand- Increased Factory efficiency; out put up by 150% while manpower increased only by 20%- Manufacturing lead-time reduction from 8 weeks through put time down to 2 weeks by implementing assembly line concept with subassemblies and visual pull control

Helsinki, Southern Finland, Fi

Head of 350 people production unit at Wärtsilä Turku Factory

Wärtsilä Leadership Program For Senior Leaders And Managers

Amp, Business Management

Approved Member Of The Board Of Directors, Hyväksytty Hallituksen Jäsen (Hhj)

Wärtsilä Leadership Program

M.Sc, Manufacturing Technology, Industrial Economics

Education record