CEO of a leading engineering manufacturing company in the field of building and metal industry

Senior consultant for CEO's & owners in M&A, strategic plans implementations, operational excellence and management development

• Management of all business activity of the company, approx. NIS 140M per year, P&L management, building multi-year work and annual plan • Came to the company during a crisis (after years of operating loss) and achieving net profit within 18 months. The recovery process included a new business strategy and its assimilation:1. Creation of new products which remain significant growth engines for the company to this day – supplementary products in home furnishings.2. Penetration of new B2B and B2G sales markets – business and institutional, including bidding and winning tenders.3. Modification of the organizational structure and leading improved efficiency in a company of 300 workers; defining a performance-dependent salary model.4. Reduction of sales points from 12 to 6 retail stores and positioning the company as a luxury boutique brand.5. Creation of a vision for the company and an open and regular dialog with employees.6. In-depth marketing-branding activity for recognition of the company as innovative, businesslike and up-to-date (rather than its earlier kibbutz image).7. Work contracts with Israeli and overseas suppliers and making new contacts.8. Improved customer service set-up and crating renewed trust with customers, thereby increasing interaction with existing customers.9. Defined distribution of periodic bonuses for performance and a model for compensation for operational excellence.As a result: Higher rate of employee satisfaction, motivation and output. The company became profitable and is maintaining growth from year to year. Cash flow and EBITDA are both positive.

Mey Eden is a global company owned by the Cott Group (which holds several leading brands in food and water/soft drinks)• Head of Sales & service division – annual turnover of NIS 180M. Management of the service, sales and distribution system, overseeing 380 workers.• Definition of six P&L units, in charge of four different product lines.• Direct management opposite global HQ – regular contact and reporting to Europe and the US.• In charge of the division's growth and profitability, activation of the sales system and recruiting B2B and B2C customers.• First-time introduction of new operation in the company – filters for the business and private market – raised revenues by more than 10% per year, took market share from competitors and became a significant business development mechanism for the company (due diligence was done in an attempt at taking over a rival company).• Management of service centers and customer relations and improved customer satisfaction. Development of innovative distribution and service methods.Principal achievements Enlargement of customer base, development of new markets, turnover improvement of more than 10%. Development of processes for quality and service excellence and significant improvement in customer satisfaction – 50% reduction in product returns. Improved worker productivity resulting from rewards system that encourages motivation and increased employee loyalty.

• Review of production processes, R&D, laboratories, packing and purchasing, and writing new work procedures• Plant management – fully and directly responsible for the current budget and annual investments of NIS 150M• Management of methodologies and training systems by the lean management approach• Overall responsibility for achieving operational excellence as part of assimilation of cross-organization work processes• Business and engineering development of the plant and partnership in the marketing of the company's products based on the Group's business vision• Leadership of employees and management teams, bonding and assimilation of processes so as to change the organizational culture as relates to development, production and operations• Budget management and Building of plant-wide measures, improvement of outputs and work lines of the production system• Work with global HQ, complex interface management with regulators, including the local authority, government ministries, fire services, the rabbinate, etc.• Management of receipt of approvals, quality standards (ISO, HACCP)• Collective agreements with the Workers FederationPrincipal achievements Stabilization and improvement of income with a short time, breaking production records, quality and cost Clear trend of improvement in all operational measures from the end of the first year onwards

• Operations management at 5 sites, leading a team of 10 managers. Annual turnover of NIS 80M• Direct and matrix management of 150 workers in production planning and supervision, engineering and maintenance, logistics, purchasing, safety and process engineeringPrincipal achievements Assimilation of work procedures and routines, workers measures and development programs, all with few resources

• Management of complex operating system with 25 production set-ups and 250 workers• Leading production and development of approx. 130 products with an annual budget of NIS 25M• Leading moves to attain improvement and greater efficiency, including product availability, better utilization, characterization of information system tools• Leading assimilation of the process for operational excellence in all Strauss plantsPrincipal achievements Assimilation of lean management, building cross-organization operating processes and assimilation of a cultural change among employees