Main targets and responsibility: Reorganize the full organisation and integrate the different consumer departments under one umbrella. Recreate growth after entrance competition, reposition brands, gain back lost market share, revamp and improve business processes, review and modernise factory set-up, restructure HR

• Consulting FMCG company Madagascar• Preparation start-up food additives Belgium/Holland• Start-up new company tourism/real estate India• Preparation retail project India

Main targets and responsibility: General management of laundry+home care business in challenging legal environment, President of full Algerian entity, grow NS double digit, improve EBIT > 20%, increase MS above current status of about 45%, coordination of 3 factories with local and export production• Double digit growth 2011, 2012 , to cross 150Mio€ NES in 2013• Continuous high Ebit margin: >20%, negative CNWC• Improvement product margins to generate more advertising budget• Crisis management: difficult operational country environment, strikes, explosion factory, legal changes, breakdowns production lines, ….• Keep peaceful social climate via multiple contacts and negotiations with Unions• Completed 2 restructurings: high Head Count reduction • Introduction and improvement of multiple business processes

Main targets and responsibilities: General management of Homecare business, grow NS with double digits, improve EBIT margins by 1 %point• Very strong growth NES: 2008 + 22%, 2009 +29% – pushes NES company above 100Mio Euro• Very strong growth in EBIT: 2008, 2009 – EBIT %: + 6pp• Strong improvement in CNWC: now negative CNWC• Build further and strengthen existing strong company culture

Main targets and responsibilities: management of company, change culture of company and establish corporate culture (make people work together), grow NS, make company profitable for 1st time since acquisition in 1997.• Reached break-even situation for company, 2 years in a row, after 8 years of losses • Strong improvement of CNWC from 53% to 28.4 %:decrease of inventory by 40%, removal of obsoletes (2Mio Euro), decrease of receivables(178 to 94 days) and bad debts• Rationalise sales team and implement sales tools and KPI-system, start from own team to distributors, reduction of in-market stocks from 24 to 10 weeks, reduction of sales returns from 48% to 4 %, • Re-work brand portfolio to focus on top brands: Persil, Dac Umbrella• Preparation of legal restructuring of company (implementation June 2008)• Implementation of SAP• Start of Yemen business with appointment of distributor

Responsible for marketing, sales, export and R&D. Henkel had acquired the company two years before, but the company had not seen any growth. Implementation of Henkel culture and way of working. Increase speed growth of cleaning products • Increase of Net Sales of Cleaning Products by 50%. MS growth of Dish Wash liquids from 6% to 10%• Start of Marketing department and restructuring of Sales and R&D department, and optimisation of sales forecast and production planning

• Owned and operated an international trading company which specialised in the purchase and sales of obsolete stocks of FMCG in the sector of detergents and cleaning products, cosmetics, applied paper products like women hygiene and napkins.• Development of new sales channels (non-competitive with MNC distribution) from the Americas till Dubai on the East-West axis and from Sweden till Sub-Saharan Africa on the North-South axis..

Responsible for general Management and strategic development of the company (JV company with Tunisian partners and Tunisian Head of the Board, but with reporting to head office in Germany)Full responsibility for Marketing, Sales, R&D, Material Management, Cost Controlling. shared responsibility with Managing Director for Finances and Human Resources.• Thanks to innovative marketing concepts and strategic sales policies, company net sales increased from 28Mio € to 40Mio € in 3 years time, exceeding all initial plans and targets.• Grew ‘Detergent Department’ from 58% to 64% market share• Fully reorganised Cosmetic Department and started the development of an export department• Received 2001 company award for best worldwide performance of all emerging countries thanks to highest increase of Net Sales, EBIT, ROI, Market Share.

Transitional responsibility (in between Henkel India and Henkel Tunisia) for Marketing of Laundry Detergents of Henkel France.

Responsible for all marketing functions of the detergent division: Brand and Product Management, Market Research, Advertising and Media Planning, Portfolio Management. Henkel India started its first commercial operation in July 1993. The 2 first product launches were two market failures. It was my challenge to re-launch the two products and market a new range of brands and the be part of a group to prepare potential acquisitions