A manufacturing company, part of Impro Precision, leading global manufacturer of high-complexity, and mission-critical components for diverse markets, specializing in precision machining and casting for automotive, aerospace, energy and fluid power industries with turnover over $600 million and 21 plants across the world. Our global footprint and flexible operations support global industry leaders.Responsible for establishing business footprint in EMEA - Impro Fluidtek Europe SARL, designing business development plan including go-to-market strategy, business flow implementation, distribution and OEM channel development and implantation, market intelligence, cross region and cross function collaboration coordination and implementation, market brand promotion, resource planning and coordination, and talent recruitment and development. Manage distribution center in Europe and serve as advisor in operations. Overseeing for potential companies for M&A. Report to Group VP.

Part of the senior leadership team in HQ served as a General Manager in the Asia Pacific & Oceania and legal representative across entities in China, Korea, India, Vietnam, and Australia. Oversaw a budget of $155 million with full P&L responsibilities, managed a team of 300 employees in different countries. Cultivated government, vendors, and customer relationships. Managed a network of 30+ distributors, and developed new business with OEMs. Created a strategic plan to improve presence in the APAC region, hiring and developing team competencies to focus on quick and long-term results. Managed the integration of Sun Hydraulics and Enovation Controls (hydraulic and electronic division) post-acquisition.With a structured roadmap based on 4 pillars, customer, expansion, profit and workplace, we impacted these impressive results:► Augmented sales and net working capital, decreased inventory, improved lead-time and contract negotiation with vendors► Led M&A, market and product expansion, and organic growth via launches distribution channels and OEM business► Boosted manifold and valve capacity and expanded international valve capacity by 30% with 2 new plants in China and Korea ► Certified ISO 9001/DQS GmbH in China plant, developed technical competence in the quality team and developed local vendors► Improved employee satisfaction 85% and reduced employee turnover to less than 3% by effecting career development plans, performance-based bonuses, and upgrading working environments. In the face of natural disasters and a global pandemic, the team and I exceeded customer expectations to propel an industry-leading designer and manufacturer of high-performance screw-in hydraulic cartridge valves and manifolds to the next level of excellence.

As a board member of Schaeffler Americas, I managed a group of 2,000 employees in the oversight of automotive business and transmission operations across LuK, INA, and FAG.Industrializing a corporate restructure and rebuilding infrastructure, I guided the team in implementing profit and cost control models, negotiating contracts with OEM and vendors, and designing and releasing products to the aftermarket.Our efforts resulted in amplifying profits from a negative to a positive operating income, saving millions of euros by terminating loss-maker products, reviewing taxes, and downsizing while leading union discussions to keep operations running.

Applying my organizational tenure to a vice presidential role, I directed a team of 2,500 employees in championing the construction of three new facilities dedicated to building chassis and transmission business units across commercial, production, engineering, R&D, logistics, and administrative areas.Allocating a multi-hundred-million-euro budget toward growth initiatives and e-mobility support of hybrid and electric car component projects, we formulated roadmaps based on market knowledge, human capital, technical competencies, and production footprint. The team and I bolstered revenue and profit gains and realized significant operational savings with these initiatives:► Generated multi-million euros in novel export revenues to Korea and Japan in chassis and transmission components by opening sales channels out of China with product drivers, including transmissions components, wheel hubs, suspension, brake and steering.► Delivered millions of euros in savings via a 15% cost reduction in material and shipments, improved lead time by five weeks, and reduced inventory 30% by building two new operating plants in localizing transmission components and truck hub units.► Advanced localization rate in China to +90% from 5%, augmented profits 15 ppts, and propelled market position to 2nd place on all product lines by creating/implementing a roadmap and negotiating commercial supplier contracts aligned to KPI targets.Gaining valuable experience in product manufacturing, facility construction, and operational optimization paved the way for my next career move in architecting and leading a corporate restructure and infrastructure transformation.

► I led a team in engineering, design, sales, and quality teams across multiple cultures. ► Cultivating OEM customer relationships and customer service, we facilitated communication with the Germany headquarters.► Improved response time by implementing engineering, design, calculation, and sales software programs locally.► Our efforts reaped tens of millions of euros in sustainable revenue by embarking on ventures at Mazda, Hitachi, Toyota, Calsonic, Nissan, and Honda.

► Mentored and oversaw a group of engineers in fully functional design, testing, and prototype initiatives aligned with customer requirements. ► Collaborating with senior leaders in Brazil, Germany, Italy, and the USA, we managed projects from RFQ to SOP phases. ► Gained patents in water pump design using plastic and sheet metal, reducing weight and improving performance. ► We reduced headcount, and improved tooling life and process time by design optimizations for various products.