Patrick Walser Email & Phone Number

Zürich Metropolitan Area

Facilitating Swiss companies access to large-scale infrastructure and cleantech projects

Zurich, Switzerland

The development and operation of a sustainable infrastructure are central prerequisites for the sustainable development of the respective countries. These include combating climate change and implementing the Paris Agreement, providing clean energy and water, healthy living, resilient cities and regions, responsible production and sustainable economic growth. The funded projects are intended to contribute to these goals.

Indonesien

Role: - Holding overall PNL responsibility and managing operations to make major decisions for the organization and its local manufacturing operations (~100 staff) for security features (Inks) for Banknotes and Value Documents- Leading the organization in-line with the groups long-term –strategies- Negotiate or approve agreements and contracts with customers and governmentSuccess:- Achieved diversifying the company’s portfolio into digital as well as positioning to take… Show more Role: - Holding overall PNL responsibility and managing operations to make major decisions for the organization and its local manufacturing operations (~100 staff) for security features (Inks) for Banknotes and Value Documents- Leading the organization in-line with the groups long-term –strategies- Negotiate or approve agreements and contracts with customers and governmentSuccess:- Achieved diversifying the company’s portfolio into digital as well as positioning to take advantage of export opportunities with diversified product offerings- Doubling the budgeted Net Income 2 years in a rowKey challenge:- Carefully manage the sensitive relationship with JV shareholders (private 52% and state owned enterprise 48%)- Instill need for change towards diversification Show less

Switzerland

• Support the management of the SICPA entity in Indonesia.

Asia Pacific

Role:- Develop commercial strategies to increase commercial margin through effective and efficient management system in the operating Group Companies throughout the APAC region- Drive commercial performance in key segments through pricing strategies, consistent customer engagement approaches and development of value adding propositions. Success:- Maximized the utilization of synergies amongst the different group companies through the development of a high performing… Show more Role:- Develop commercial strategies to increase commercial margin through effective and efficient management system in the operating Group Companies throughout the APAC region- Drive commercial performance in key segments through pricing strategies, consistent customer engagement approaches and development of value adding propositions. Success:- Maximized the utilization of synergies amongst the different group companies through the development of a high performing commercial team for Asia Pacific and thereby increasing commercial margin.Key challenge:- Integration of the newly acquired Philippines operation into “One CRH”- JV Partners in China and in India Show less

Greater Jakarta Area, Indonesia

Role:- To expand the CRH business activities in Asia Pacific and support actively in shaping up its expansion strategy- Evaluation and negotiation with potential JV/acquisition opportunities in APACSuccess:- Set-up CRH Indonesia as country manager and develop its new businesses- Developed regional network for strategic supply to the Philippines resulting in cost savings and establishing security of supplyKey challenge:- Competing with availability of Capital… Show more Role:- To expand the CRH business activities in Asia Pacific and support actively in shaping up its expansion strategy- Evaluation and negotiation with potential JV/acquisition opportunities in APACSuccess:- Set-up CRH Indonesia as country manager and develop its new businesses- Developed regional network for strategic supply to the Philippines resulting in cost savings and establishing security of supplyKey challenge:- Competing with availability of Capital within the Group Show less

Mexico, Europe And Asia

Jakarta

Role:- To develop the Indonesian asset base according its strategic logistic footprint Estimated investment budget USD ~ 1 bio with multiple expansion project- Develop the organizational capability to cope with the growth of the company, with clear EVP (Employee Value Proposition) to attract and retain the needed resources to maintain the company’s growth aspiration. - Develop new business models, culture and processes to support Holcim Indonesia’s journey towards sustainability… Show more Role:- To develop the Indonesian asset base according its strategic logistic footprint Estimated investment budget USD ~ 1 bio with multiple expansion project- Develop the organizational capability to cope with the growth of the company, with clear EVP (Employee Value Proposition) to attract and retain the needed resources to maintain the company’s growth aspiration. - Develop new business models, culture and processes to support Holcim Indonesia’s journey towards sustainability - Leading Holcim’s pilot to develop and implement a 3BL accounting (“True Value”), and initiate PPP’s such as converting municipal waste to fuelSuccess:- Project approval and execution for 2 4’000t/day cement production lines (~850 Mio USD) as well as 2 terminals in Interisland- Business Case for first Municipal Solid Waste plant built in Indonesia to replace fossil fuelKey challenge:- Change towards sustainable business in a commodity industry Show less

Greater Jakarta Area, Indonesia

Role:- Create an inspiring team environment with an open communication culture to lead the commercial organization towards its goals. - Develop and implement Marketing and Sales Management system, which allows informed commercial decision taking and increase top and bottom line accordingly. Success:- 2005 EBITDA USD ~ 50 mio (18.6%) to 2011 EBITDA USD ~ 350 mio (34.1%) from ~ 1bio revenue.Optimized Distribution channel towards the maturing market with franchised retail… Show more Role:- Create an inspiring team environment with an open communication culture to lead the commercial organization towards its goals. - Develop and implement Marketing and Sales Management system, which allows informed commercial decision taking and increase top and bottom line accordingly. Success:- 2005 EBITDA USD ~ 50 mio (18.6%) to 2011 EBITDA USD ~ 350 mio (34.1%) from ~ 1bio revenue.Optimized Distribution channel towards the maturing market with franchised retail home solution chain (from scratch to ~ 400 outlets) offering more affordable housing, as well as value addition to the transformational channel partners (e.g. co-branded Mortar) - Rebranded and re-positioned economy brand PT Semen Cibinong (-15% selling price to premium) to Holcim Indonesia premium brand. Mainly through gaining credibility with brand differentiating through sustainability with innovative initiatives such as eco-home development, sustainable Jakarta convention(amongst Government, NGO and Privat), establishing Green Building Council Indonesia, energy efficient cooling solutions for high rise, support the residential reconstruction of Aceh after the Tsunami, etc.Key challenge: - Initially, financially distressed company and difficult to get budget approval to invest in value creation Show less

Johor Baru

• Represent Holcim Indonesia as the shareholder on board of directors meetings

Colombo, Sri Lanka

Role:- Recruit and build a commercial organization towards the company goals and objectives aiming to accelerate growth.Success:- Develop and implement an efficient and effective Marketing and Sales Management system, and optimize distribution channel increasing sales from 766’000 tons (2002) to 945’000 tons (2004). EBITDA margin increase from 2002 6.6% to 2004 15.0%.- Diversify company’s product range from single product-all purpose (OPC) to an application based product… Show more Role:- Recruit and build a commercial organization towards the company goals and objectives aiming to accelerate growth.Success:- Develop and implement an efficient and effective Marketing and Sales Management system, and optimize distribution channel increasing sales from 766’000 tons (2002) to 945’000 tons (2004). EBITDA margin increase from 2002 6.6% to 2004 15.0%.- Diversify company’s product range from single product-all purpose (OPC) to an application based product range according to market needs. Reducing clinker factor by > 6%, and improving quality performance of each product according market segment.- Rebranded the company from a local (ex-governmental) company to become part of a multinational with strong contribution to the country with initiatives such as: “Run for Peace” towards ending the war, “Home for all” towards the government goal of having an adequate shelter for all habitants, capability building on a vocational basis at masons level, etc.- Develop the brand equity towards premium brand positioning within the country to increase in Cash Mill net from 5’033 Rs/ton (2002) to 6’106 Rs/ton (2004).Key Challenge: - 30 year war still impacting on the society’s optimism and can do attitude Show less

Holderbank, Switzerland

Role:- Holcim Group Support technical coordinator for Morning Star Cement in Vietnam- MAC Coach for the 3 operations in the Philipines at Union Cement- Global project leader for Change Management project MAC. Implementation of the Holcim standard on manufacturing management performance and leading it towards sustainability (inclusion of technical compliance, first SAP standard for PM module, sustainability review process)- Project roll-out in around 70% of the Group Companies… Show more Role:- Holcim Group Support technical coordinator for Morning Star Cement in Vietnam- MAC Coach for the 3 operations in the Philipines at Union Cement- Global project leader for Change Management project MAC. Implementation of the Holcim standard on manufacturing management performance and leading it towards sustainability (inclusion of technical compliance, first SAP standard for PM module, sustainability review process)- Project roll-out in around 70% of the Group Companies (~90’000 total employees)Success:- Lead the due diligence team in Guatemala aresulting in acquisition of Cementos Progreso - Replacing external consultants by using internal Holcim staff for roll out of Change Management project MAC (Drastic reduction in cost and increase of sustainability)Key Challenge: -Coordination of global task forces and keeping tight project schedules and deliverables. Show less

Tecoman And Orizaba, Mexico

Role:- Designing, purchasing, financial controlling, constructing and commissioning of the necessary equipment for the conversion from fuel oil to petroleum coke firing (20 Mio USD) in the Tecomán and Orizaba plants- Lead and Manage ~20 staff and ~ 400 contract workersSuccess:- Achieved 25% production cost savings and positive contribution to the environmentChallenge:- Construction within the operating sites

Ramos Arizpe And Tecoman, Mexico

Role:- Various functions in Plant operation, maintenance, quality control and warehousing during erection and commissioning of 3 greenfield cement plants (3´000 t/day) and normal operation (12 Mio USD/annum)- Lead and manage ~90 staff as direct reports and ~300 contractorsSuccess:- Finishing project completion and commissioning in shorter time and below budget- Establishment of first un-unionized maintenance team in MexicoKey Challenge: - Cultural change-… Show more Role:- Various functions in Plant operation, maintenance, quality control and warehousing during erection and commissioning of 3 greenfield cement plants (3´000 t/day) and normal operation (12 Mio USD/annum)- Lead and manage ~90 staff as direct reports and ~300 contractorsSuccess:- Finishing project completion and commissioning in shorter time and below budget- Establishment of first un-unionized maintenance team in MexicoKey Challenge: - Cultural change- Dealing with Unions Show less

Mba, Innovation

Degree In Mechanical Engineering, Liquid Cristal Polymers