To adapt to a highly competitive retail environment with evolving consumer preferences and distribution channels, I led a cultural transformation to brand Wüsthof an “Employer of Choice” and a “Vendor of Choice” to create new revenue streams and improve profit margins 50% . As CEO of our $70M North American operations, I developed and implemented the US’s business strategies focused on creating multiple recurring revenue streams, driving brand preferences and implementing a data-driven KPI approach to business planning and performance. To elevate Wüsthof as the #1 Premier Cutlery Brand in the US, I created a Culture of Commitment through a comprehensive Cultural Transformation – This multi-year engagement empowered employees to experiment, reevaluate current processes and identify continuous improvements opportunities. The dramatic results included significantly increased customer satisfaction resulting in new channel sales growth of over 25%, long-term partnership opportunities with both store and online retailers, and vendors that recognized Wüsthof as a “Vendor of Choice”. Furthermore, employee engagement assessment attested unprecedented improvement in psychological safety and well-being, resulting in significantly reduced turnover and unwanted attrition by 90%. I increased Market Penetration, Brand Awareness and Customer Growth by restructuring the Sales Team and developing Account and Channel-Based Strategies that improved Gross Profit Margin 10% - My teams reduced our exposure to failing big box retailers while increasing distribution to online sellers, omni-channel majors and novel e-commerce marketplaces. I led the digitalization of our operational backbone through extensive ERP upgrade and the introduction of mobile barcoding, real-time inventory, automated transaction and document management. This update resulted in 80% reduction of temporary labor costs and are the foundation for digital transformation strategy.

Because of my success as an operational finance executive, I was promoted to COO where I partnered with the President of Sales to create and drive the company’s vision and operational strategies for its US-based operations. In this role, I oversaw Finance and Operations, including establishing profitability, KPI’s and productivity targets. Building upon the momentum I started in finance, I continued to streamline operations and product development: I Successfully reduced order turnaround time from 10 to 5 Days for Major Accounts and same day for regular accounts by redesigning our Supply Chain and demand planning processes – We improved the inventory and cash flow planning processes which reduced both working capital needs and interest payments. I improved Safety and Manufacturing efficiency, by redesigning Operational structure, processes and Safety procedures – My teams redesigned the physical warehouse, adding 50% more racking to increase capacity and throughput efficiency. We also focused on workplace safety, reducing workplace injuries by 80%.

I was recruited to restructure, streamline and lead the finance organization. I implemented procedures to ensure GAAP compliance, performed a full audit and developed a plan for becoming more profitable. I was able to transform the company from a top line driven organization to an EBITDA focused organization. Within 2 years, I : Reduced airfreight cost by 75% to achieve a cost savings of $250k per year, implemented inventory controls, saving $350k per year, implemented new EDI processes, saving $375k per year. As an operational CFO, I focused on client account management and manufacturing profitability. I increased gross profit margin from 13% to 27.5%, closed out items with negative or low margin, renegotiated or terminated low performing accounts, and achieved the first general price increase in 5 years combined with the introduction of a strong MAP pricing policy.