REFERENCE PROJECT
Transformation Leadership
From Operational Challenges to Sustainable Performance
Over the past 2.5 years, I have led the transformation of a complex European multi-site Maintenance Services organization, with legal entities and operations across Germany, France, Sweden, Poland, Hungary and other European markets.
I took over the organization as Multi-Site Managing Director at a time of significant operational and financial challenges. The objective was clear: stabilize the business, restore profitability, strengthen operational performance and build an organization capable of delivering sustainable results.
Safety & Operational Excellence
Safety was the first priority. Immediate measures were implemented to significantly reduce workplace accidents and establish stronger safety awareness and accountability across the organization.
In parallel, we introduced the principles of the Toyota Production System and Lean Management across our maintenance operations, including 5S, standardized processes, visual management, daily performance boards and clearly defined KPIs.
This created greater transparency, discipline and ownership at every level of the organization.
Leadership & Organizational Transformation
A comprehensive review of the management organization was conducted and key leadership positions were strengthened through targeted recruitment and organizational changes.
Together with HR, we developed a more regional and customer-oriented operating model. Regional Leaders were established across key markets, with increased operational and P&L responsibility. This strengthened local ownership, accelerated decision-making and brought leadership closer to both customers and employees.
At the same time, clear daily reporting and management routines were introduced, providing immediate transparency on safety, operational performance, financial results and critical issues across all regions.
People & Capability Development
Sustainable transformation requires more than processes and structures — it requires capable people.
We therefore invested systematically in the development of key leaders, technicians and operational teams through leadership coaching, technical training and structured capability-development programs.
A disciplined budgeting and performance-management process was also established, linking operational activities more closely to financial results and business priorities.
Compliance & Quality
Despite the scale of the transformation, operational compliance remained a key priority.
Critical audits and certifications were successfully completed or renewed, including relevant ISO certifications and ECM requirements within the railway industry, ensuring continued regulatory compliance across the organization.
Measurable Business Impact
After approximately 18 months, the transformation began delivering clear and measurable results:
EBITDA improved from double-digit negative performance to double-digit positive performance.
Workplace accidents were significantly reduced.
Operational and technical performance improved substantially, reaching up to 98% locomotive performance in selected markets.
Customer satisfaction increased significantly, contributing to contract renewals and stronger long-term customer relationships.
Most importantly, the organization moved from reactive problem-solving toward a structured, transparent and performance-driven operating model.
For me, this transformation demonstrates what sustainable business transformation requires: Safety first. Clear leadership. Strong ownership. Operational excellence. Capable people. Financial discipline. Customer focus. And consistent execution.
Transformation is not a project. It is the ability to turn strategy into measurable and sustainable business results.
Operational Excellence
Restructuring Loss-making Locations
As Managing Director & Geschäftsführer Aviation for an international company, I led the restructuring and turnaround of two loss-making sites, with a clear focus on restoring profitability and building sustainable operational performance.
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I introduced a comprehensive Continuous Improvement Program based on the principles of the Toyota Production System and Lean Management, establishing standardized processes, operational discipline, transparency, and a strong performance culture.
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In parallel, I strengthened the commercial organization by building a high-performing Sales, Marketing & Business Development team, supported by targeted sales training, performance-based incentive structures, and initiatives to increase ownership and motivation.
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A key success factor throughout the transformation was transparent and consistent communication. This enabled the necessary cultural change, strengthened accountability, and ensured that employees and leaders understood both the challenges and the direction of the business.
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The result: We successfully turned around both previously loss-making sites, restored profitability, and achieved positive EBITDA while establishing a stronger foundation for sustainable growth.
Above-Average Development of the Business
As Vice President Compressors EMEA & Managing Director/Geschäftsführer for an international industrial company, I held full responsibility for an approximately $800 million business with 1,500 employees across EMEA.
My mandate was to strengthen commercial performance, improve profitability, optimize the industrial footprint, and build a more effective and performance-driven organization across the region.
Commercial Excellence & Growth
One of my first priorities was to professionalize the sales organization across EMEA. We strengthened sales capabilities through targeted sales and technical training, international networking, and team development, while improving collaboration across countries and functions.
The objective was clear: create a stronger customer focus, increase commercial effectiveness, and establish a truly integrated EMEA organization.
Restructuring & Operational Transformation
To improve competitiveness and profitability, I implemented a comprehensive restructuring and transformation program. Key measures included:
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Restructuring and strengthening the management team
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Improving talent management and leadership capabilities
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Reducing the EMEA workforce by approximately 15%, with major restructuring activities in Germany and the UK
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Reengineering key business processes, including sales order processing
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Transferring products and production between plants in Germany, Finland and Italy
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Consolidating the UK site footprint
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Closing selected facilities and preparing a new greenfield operation
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Transferring small-compressor production to China
These measures significantly improved the cost structure, operational efficiency, and competitiveness of the EMEA business.
Performance & Safety
At the same time, we established best-in-class Health, Safety & Environment (HS&E) processes, creating a strong safety culture and making EMEA the leading region for safety performance.
Measurable Business Impact
The transformation delivered significant and sustainable results:
EMEA became the region with the strongest growth in operating profit, while EBIT margin increased from 11% to 15%.
At the same time, we strengthened commercial capabilities, optimized the industrial footprint, improved organizational effectiveness, and achieved best-in-class safety performance and culture.
The transformation demonstrated how commercial excellence, operational restructuring, leadership development, and disciplined execution can be combined to deliver sustainable improvements in both profitability and organizational performance.
Establishing a Competitive Site in Eastern Europe
As Multi-Site Managing Director & Geschäftsführer for Engines and APUs within an international aviation company, I was responsible for establishing a new repair and overhaul operation in the Czech Republic, building the organization from the ground up to more than 120 employees.
The assignment went far beyond setting up the physical operation. A key priority was to build a capable and highly motivated local leadership team, including the selection and coaching of new managers and the establishment of clear roles, responsibilities, and accountability.
In parallel, I implemented the Management Operating System, including structured performance reviews, KPIs, operational reporting, and continuous improvement processes to ensure transparency and disciplined execution from the start.
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The new site successfully achieved its targeted cost reductions while maintaining strong operational performance and quality standards.
Customer Relationship
Aftermarket Growth: Expanding Markets & Service Business
As Vice President Sales & Marketing EMEA for an international industrial company, I was responsible for the commercial development of the compressor and blower business across EMEA, representing approximately $800 million in annual revenue.
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To accelerate growth, I established a stronger regional sales organization with clear market ownership and a particular focus on Eastern Europe and high-potential emerging markets. This enabled us to strengthen our local market presence, get closer to customers, and systematically develop new business opportunities.
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We achieved significant organic growth in key emerging markets, including Russia, Turkey, Saudi Arabia, and Africa, by expanding our customer base and strengthening our regional sales capabilities.
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A further strategic priority was the development of the aftermarket and service business. By expanding service contracts, increasing our share of downstream activities, and strengthening long-term customer relationships, we generated 10% growth in the aftermarket business.
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The result: stronger market penetration across EMEA, significant organic growth in emerging markets, and a 10% increase in aftermarket business through a more systematic and customer-focused service strategy.
German Goverment
As Managing Director / Geschäftsführer Germany for an international defence company, I was responsible for driving sustainable growth, expanding operational capabilities, and strengthening the long-term position of the German business.
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A key priority was to establish a strong Business Development organization and systematically develop new market opportunities. This included expanding our presence in Eastern Europe while further strengthening the core business in Germany.
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To enable this growth, we significantly increased our operational capabilities by acquiring additional aircraft, recruiting and developing qualified personnel, and obtaining further certifications and regulatory approvals.
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These initiatives resulted in 30% business growth within one year, while simultaneously creating the operational capacity and organizational foundation for further expansion.
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In parallel, we successfully secured a major contract with the German government, covering additional platforms and representing a double-digit million-euro contract value.
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The result: substantial business expansion, a stronger market position, increased operational capabilities, and a significantly improved foundation for sustainable long-term growth.
People & Organization
Post-Merger Integration – Creating a High-Performance Team Culture
As Managing Director / Geschäftsführer for an international defence company, I led the organizational and cultural integration following a merger, with the objective of creating one unified, high-performing organization.
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A key priority was to build a strong leadership team and establish a common culture across the organization. I systematically identified, developed, and promoted internal talent and brought together leaders from different backgrounds and cultures to form diverse, high-performing teams with clear accountability and a shared commitment to business success.
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Together, we developed an agile, collaborative, and performance-driven organization, built on trust, empowerment, open communication, and a positive learning culture. Leaders and employees were encouraged to take ownership, challenge established ways of working, and actively contribute to the future development of the business.
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At the same time, we created the structures and processes required to turn employee ideas into tangible improvements and innovation. Leadership development, talent management, and employee engagement became integral elements of the transformation.
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The result: a successfully integrated organization with a strong high-performance culture, high levels of employee satisfaction, and a 40% increase in employee engagement within two years.
Professionalized an International Sales Organization
As Vice President Compressors EMEA & Managing Director for an international industrial company, I was responsible for an approximately $800 million business with 1,500 employees across EMEA.
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A key priority was to professionalize and strengthen the international sales organization across the region, creating a more customer-focused, collaborative, and performance-driven commercial organization.
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I implemented a comprehensive sales development program combining professional sales training, technical product training, international networking, and team development. Particular emphasis was placed on strengthening collaboration across countries, sharing best practices, and developing a common approach to customers and markets throughout EMEA.
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At the same time, we strengthened regional accountability and market ownership, enabling sales teams to respond more effectively to local customer requirements while leveraging the capabilities of the wider international organization.
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The combination of stronger sales capabilities, technical expertise, cross-border collaboration, and clear commercial accountability significantly improved the performance of the business.
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The result: EMEA developed into the region with the strongest growth in operating profit, demonstrating the impact of a professional, internationally aligned, and performance-driven sales organization.