Sander H. Email & Phone Number

Singapore

Ch-4665, Oftringen, Ch

As a leader in a venerable minerals manufacturer and specialty chemicals distributor established in 1884, I am at the forefront of blending legacy business practices with cutting-edge solutions for the Construction (CASE), Environmental, Consumer (Personal Care, Home Care, Pharma), Polymer and Paper industries. With responsibility across Asia, Africa, and the Middle East, I have cultivated and nurtured a top-performing distribution team, driving organic growth, and executing strategic acquisitions.Key Highlights:-Driving Growth: Achieved consistent double-digit annual organic growth by transforming the business mix and introducing new suppliers and products in emerging and established markets across Asia, Middle East, & Africa. This initiative significantly improved both the topline and the overall gross margin, enhancing the company's profitability.-Expanding Business Horizons: Successfully expanded business segments into diverse industries such as Consumer (Food ingredients, Personal Care, Home Care, Pharma), and Engineering Polymers initiated from scratch, has propelled the company into the fast-growing segments.-Strategic Acquisitions: Developed and executed a comprehensive M&A strategy for Omya's Asia Pacific Region, demonstrating agility and efficiency by completing the first acquisition within a record 10 months of inception. Additionally, secured a strategic deal that closed during COVID restrictions and enabled us to achieve a leadership position in Malaysia. Developed a strong pipeline of potential deals to execute in the coming years.-Board Member Engagements: Served as a respected member of the board for PTUC Omya United Chemicals in Indonesia from 2018 to 2021, contributing valuable insights and strategic direction. Additionally, held a board position at Trilogie Polymers Pte. Ltd., Singapore, fostering collaborative decision-making and driving groth.

New York City, New York, Us

I have a proven track record of driving operational and financial transformation for portfolio companies under Riverside's umbrella, notably Simcro and DCM. Despite the firm's cessation of Asian operations, I left Riverside having significantly impacted its Asia Pacific portfolio.Key Contributions:-Cross-portfolio Support for Riverside: Spearheaded all operations in the portfolio companies in the Asia Pacific region. Presented the portfolio of the Fund to global investors at the Annual Investors Meeting in New York. Conducted operational due diligence on acquisitions, Developing the growth strategies, ensuring seamless integration. Implemented compliance measures across the Asian portfolio, establishing robust processes for annual strategy, budgeting, and forecasting. Additionally, I set up the operational toolkit, centralizing expertise in SAP, IT, branding, compliance, outsourcing, and logistics.-Simcro Ltd (Portfolio Company, USD $40M), Hamilton, NZ - Operating Partner/Advisory Board Member: At Simcro, a leading producer of biotech devices for farm animal vaccination, I orchestrated a comprehensive overhaul of internal processes and company culture. These strategic changes resulted in a remarkable 170% revenue increase and a 222% boost in earnings, driving substantial value appreciation upon exit.-DCM Asia (Portfolio Company, USD $25M, 50 employees), Kuala Lumpur, Malaysia - Chairman of the Board: Tasked with revitalizing and turning around DCM, a conglomerate of three entities specializing in value-added distribution of specialty chemicals. This included installing new management, assuming the role of acting CEO, and executing a top-to-bottom overhaul. Through strategic initiatives and stringent financial controls, we reversed declining trends, achieving revenue growth within a year and positioning the company for sale.

At my previous role, I led a groundbreaking restructuring effort that reshaped the Solutions & Service Portfolio (SSP) landscape, elevating the business to new heights of success.Key Achievements:-Strategic Restructuring: Initiated a bold two-part restructuring strategy by introducing the Solutions & Service Portfolio (SSP), which seamlessly integrated Fire, Security, Building Automation, and Energy Optimization into a dynamic new business line valued at EUR 4 billion. This strategic move decentralized decision-making authority, empowering Regional CEOs across four key regions - Germany, Europe, the Americas, and Asia Pacific - to drive localized initiatives with agility and precision.-Turnaround Implementation: Led the turnaround efforts in Australia during a critical period, successfully steering the organization away from divesting BT Australia. By orchestrating a strategic reorganization and fostering a culture of innovation and collaboration, we transformed Australia into a resounding success story within just two years, showcasing the power of strategic leadership and decisive action.

Munich, De

-Global Strategic Development: Formulated a comprehensive global strategy within a tight three-month timeframe, collaborating closely with regional CEOs to ensure alignment and seamless implementation. By breaking down strategic objectives into actionable and measurable tasks, we ensured that the global strategy was effectively translated into local initiatives, driving harmonious growth and development across regions by utilizing synergies and unlocking bottlenecks.

Munich, De

As a seasoned executive, I successfully managed diverse teams and multi-million Euro P&Ls, consistently delivering exceptional results across Siemens Building Technologies. Leading three critical business areas - Fire Safety (FS), Control Products and Systems (CPS), and Building Automation (BAU) - I've spearheaded sales and profit growth initiatives while overcoming significant market challenges.Sales Growth: I have a track record of consistently achieving and surpassing aggressive sales and profit targets.Turnaround Leadership: In the face of a declining real estate market in Korea (-25% since 2007), I successfully led the turnaround of a newly acquired underperforming Fire Safety business, transitioning it from negative earnings to positive earnings within just 2 years. Additionally, I spearheaded the development of a highly profitable residential fire safety product, positioning it for potential export to Europe, and secured 10 major international EPC contracts (Engineering, Procurement, Construction).Industry Recognition and Committee Leadership: I was honored to be elected Vice Chairman of the Energy and Environment Committee for Building Technologies at the European Chamber of Commerce in Korea (2010–2012), demonstrating my influence and expertise within the industry.Project Management Excellence: I implemented PMCT, a proprietary project management system that surpassed SAP in effectiveness, enabling the efficient management of 2,000 projects in Korea. This achievement earned recognition as the "gold standard" for Siemens and was subsequently adopted globally.

Munich, De

Advanced to a much larger management scope: instead of managing business development for the BAU business in a handful of countries, now managed the service business for BAU in every country worldwide. • Expanded Role: Groomed for promotion to General Management. Transitioned from Siemens’ “technical” reporting line (sales, marketing, service, operations, and engineering) to a “commercial” role that was roughly equivalent to Chief Financial Officer (CFO). Leveraged extensive academic training in finance –MBA & Ph.D. • Continual Operational Improvement: Improved overall BAU Service financial performance by implementing Key Performance Indicators (KPIs). Established SLAs in various countries, resulting in auditable transfer of costs.• Cut Costs: Reduced SG&A expenses by 12% – without impeding strong growth – by cutting all unnecessary expenses. Focused on increasing sales of the most profitable BT BAU Service products and solutions. • Increased Revenue: Grew the overall BAU service business by 11.5% and improved Return on Sales (ROS) – a profitability metric – by 2% percentage points. Achieved profitability for India and Benelux. Increased revenue by emphasizing business development of the installed-base, which captured additional opportunities and adapting the offering to the local market requirements.• Accomplished a “mission impossible” goal: created a profitable BAU service business in India–previously thought impossible – by devising a model in which Siemens operated facilities for the property owners.

Munich, De

Took charge of business development for BAU in UK, Russia, and many other countries in Europe and Latin America. Improved sales and profitability – full P&L accountability – and planned for turnaround and growth. • UK: Analyzed the UK business – union problems, chronic overruns – and sold it to local partners, which led to profitability for the overall BAU business. Continued selling products into UK via local partners. • Russia: Led comprehensive analysis and decided that direct involvement in Russia’s construction sector was an unacceptably risky for Siemens. Transitioned the Russian business to a products only model selling products through partners. • Latin America: Reestablished local partners, which turned around negative profitability in LatAm. • India: Developed a localization strategy for Controls Product Group that resulted in 30% annual growth. Implemented SKD (semi-knock-down assembly) that avoided excessive, profit-killing, import duites.

Munich, De

Transitioned to the BT Group and started climbing up the management ranks of Building Technologies. As Manager of M&A in BT’s HQ, led all aspects of target selection, execution, due diligence, and integration. • Restructured BT by consolidating 6 BUs into 4 BUs. Advised 2 divisions of BT – Fire & Security Products (FSP) and Security Systems (SES) – on strategic issues, special projects, and profitability improvement. • Implemented a total strategic realignment of FSP and SES businesses. Moved FSP (products) into the Fire Solutions Business and divested 3 higher-risk businesses (€400M total value).

Munich, De

• Screening of potential buyers together with the internal divisions. Proposal of new targets, financial valuation, strategic fit, preparation of, and management of the due diligence (business, finance, tax, and legal)• Preparation of internal documentation for approval at central board level.• The optimisation of deal structure, coordination of internal and external advisors, negotiations, data room preparations and reviews.Achievements:• Divestment of Sachs to ZF Friedrichshafen without the support of an investment bank, purchase of electric power distributor in New Zealand, purchase of electrical metering business in the UK. Sale of a theatre lighting business in Belgium.

Munich, De

Relocated from Singapore, joined Siemens as business strategist, and devised long-term strategic plan for Asia Pacific region. Orchestrated alliances, M&A, and JV initiatives that improved competitiveness of ElectroCom. Orchestrated purchase of Muller Martini, which provided key technology for the Material Handling.

Commercial Director and Minor Partner: Traded technical equipment in SE Asia during regional melt-down of the late ‘90s.

Stuttgart, Baden-Württemberg, De

Shanghai and Hong Kong (1994–1997): Promoted to Sales & Marketing Manager, Mercedes-Benz, Shanghai (1995–1997): Launched a new office in Shanghai, starting from scratch; set up an MB technical academy, drove sales from 100 units to 8000. Marketing Communications Executive, Hong Kong (1994–1995).

Colombes, Île-De-France, Fr

Export and Sales Executive: Sold and exported adhesives

Bringing Technology To The Market

Siemens Management Program, International Business

Ph.D., Growth And Profit Strategies

Mba, Emphasis On International Business (Magna Cum Laude)

B.Sc., Information Systems (Magna Cum Laude)

Bachelor Of Business Administration, Finance And Marketing

High School Diploma

High School Diploma, International School Environment