Manufacturing of wooden utility poles and agricultural fencing

New business development consultant.

Reporting to the European Managing Director.Team: 200 colleagues with 8 direct reports and 12 indirect reports.Responsible for >70 distributors $95m and 1 subsidiary, $15m ($110m revenue)Developing a new growth strategy with a new product segmentation and a new geographic approach.Comparable revenue growth of over 100% 2003 - 2015Installed a culture of growth and of continuous improvement (Kaizen events) through the recruitment of high potentials and internal… Show more Reporting to the European Managing Director.Team: 200 colleagues with 8 direct reports and 12 indirect reports.Responsible for >70 distributors $95m and 1 subsidiary, $15m ($110m revenue)Developing a new growth strategy with a new product segmentation and a new geographic approach.Comparable revenue growth of over 100% 2003 - 2015Installed a culture of growth and of continuous improvement (Kaizen events) through the recruitment of high potentials and internal promotions.Improved the service level from mid 50’s to over 90% working closely key customers & Operational Planning, Reduced field inventories from >150 to +/- 90 days.Continuously evaluated distribution base to ensure Blount was working with best partners, each changed improved revenue & brand awareness.Grew African business from $5m to $20m in 5 years, while maintaining GM%Grew Russian subsidiary from $3m to over $15 m in 7 years, Growth was continued through 2 economic crisis’.Directly negotiated & won exclusive supply contract with :John Deere, Komatsu / Valmet & Ponsse. New business is today worth >$10 million.Set up from scratch new B2C web shop for Oregon in Poland with distributor, achieved break even in first year of trading & >$2m new sales by end of year 5. Show less

Responsible for sales ($10 million), marketing, warehouse, distribution and finance. This was my first role in general management. I introduced a CI culture to the UK division, improving customer service from mid 40's to nearly 90%. This was achieved with the existing team.Sales revenue grew by over 5% each year. There had been 2-3% decline in sales each of the previous 5 years.In January 2000 I accepted an assignment to act as Managing Director of our German Division. (In… Show more Responsible for sales ($10 million), marketing, warehouse, distribution and finance. This was my first role in general management. I introduced a CI culture to the UK division, improving customer service from mid 40's to nearly 90%. This was achieved with the existing team.Sales revenue grew by over 5% each year. There had been 2-3% decline in sales each of the previous 5 years.In January 2000 I accepted an assignment to act as Managing Director of our German Division. (In addition to my responsibilities in UK) This was a "turn around" role. Introducing CI and re-building the team; we re-established profitable growth and improved customer service levels, while reducing inventory. At the end of year I recruited a new Managing Director and mentored him for the next 6 month. Show less

In 1997 I was given responsibility for marketing in addition to sales. This involved the strategic marketing development of brands: Fiskars, Wilkinson Sword and Kitchen Devils. One key achievement was successful brand conversion from WS brand to Fiskars for all department store and grocery mass merchant business.

Responsible for $30 million of sales to UK DIY Mass Merchants, Grocery Mass Merchants and Department store. Under brands of Wilkinson Sword, Kitchen Devils and Fiskars3 direct reports and 10 indirect reports.Consistently grew sales sales by more than 10%.

Retail Manager Graduate Trainee.