Senior Business Executive, Vice President & General Manager

Marc P. Matthaeus – Career Performance Summary

Address: Milton, Georgia, USA

Phone: +1-404-***-****

Email: ****.*********@*****.***

LinkedIn: http://www.linkedin.com/in/marc-matthaeus

A strategic-minded and hands-on Senior Business Executive with experience managing profitable growth and transformation for organizations ranging from $200M SME to $11B Fortune 500. Proven performance in managing revenue goals of $650M, operating expense budgets of $60M, and capital expense budgets of $20M. M&A engagements include acquiring and integrating companies with transaction values of $100M to $1B. A capable mentor with a track record of attracting, recruiting, directing, and motivating leaders and talents of organizations with up to 1,600 employees, building the foundations necessary to accelerate margin improvements, increase sales growth, and bolster shareholder value.

Core Competencies

● Business Transformation ● Mergers & Acquisitions ● Revenue Optimization ● Global Sales Expansion ● Strategic Planning ● Due Diligence ● Reorganization / Restructuring ● Turnaround Management ● Customer Engagement ● Product Optimization ● Operational Optimization ● Partnership Negotiations ● Leadership Recruiting ● Team Leadership / Coaching ● Employee Engagement ● Board Governance

Employment History

Marc Matthaeus Management Consulting, Atlanta, Georgia / Zurich, Switzerland

Present

A private consulting firm.

Strategic Coach & Business Advisor in the U.S.A., Jan 2022 – Present Independent Consultant in Switzerland, Jun 2006 – Apr 2007

Responsible for founding and operating a sole proprietorship providing management advisory services to private enterprises on a contractual basis. Main projects include strategy development, restructuring planning, and product costing and pricing.

AGCO Corporation, Duluth, Georgia

2007 – 2021

An $11B manufacturer of agricultural equipment with 21,000 employees.

Vice President & General Manager for Green Harvesting, Nov 2015 – Dec 2021

Reported to the SVP for Global Crop Cycle & Fuse Connected Services and the SVP & GM for EAME, with a $60M OPEX and a $20M CAPEX budget, a $650M revenue goal for 9 product groups, 1,600 employees, and 10 direct reports at 7 sites. Responsible for P&L management, strategic and operational leadership, employee development, business transformation, and sustainable growth.

Vice President for Strategy & Integration, Apr 2011 – Oct 2015

Reported to the SVP & CFO with a $10M OPEX budget and 30 team members in 4 world regions. Responsible for advising senior leadership and the board of directors on business transformation and for annual strategic planning covering all regions, functions, brands, and products.

Director for Strategy & Integration in North America, May 2007 – Mar 2011

Reported to the SVP for Strategy & Integration/IT/Engines and the SVP & GM for North America. Responsible for strategic advisory to the regional leadership team surrounding efforts in realizing a rapid financial turnaround and the annual strategic business planning process.

Arthur D. Little, Zurich, Switzerland

1999 – 2006

A $200M global management consulting company specializing in strategy, innovation, and technology with 1,000 employees across 40 offices.

Member of the Extended Management Board, Jan – May 2006

Senior Manager, Jan 2005 – May 2006

Manager, Jul 2002 – Dec 2004

Consultant, Jan 2001 – Jun 2002

Business Analyst, Nov 1999 – Dec 2000

On behalf of Arthur D. Little, responsible for project management, business advisory, and customer relationship management on more than 30 projects, including strategy development, business planning, reorganization, target setting, and introduction of performance management systems for international and domestic customers in various industries.

Main Achievements

Business Transformation: AGCO’s hay & forage division (Green Harvesting) was underperforming in size, growth, and margins. Promoted to reverse trends after five years of prior attempts proved dismal. Analyzed the business and crafted a transformation strategy over the first six months. Executed the plan over the next five years. Aligned stakeholders on transformation requirements, managed budgets, S&OPs, the product portfolio, and the manufacturing network. Instituted regular progress reporting to leadership and resolved unforeseen issues via ad-hoc direct engagement. Established the industry’s broadest product offering, including new smart farming technologies that increased customer satisfaction. In the first year, margin improvements of 2.5ppt / $9M were realized via product portfolio streamlining, pricing optimization, and SG&A reduction. Within five years of business transformation, operating profit increased by 16ppt / $60M with an 85% sales lift from $350M to $650M. Growth outpaced the rest of the corporation by 30%. AGCO’s stock valuation increased from $57 to $111 per share over the period.

Team Leadership / Coaching: Challenged to address Green Harvesting leadership gaps and ensure the realization of expected business growth and margin improvements. Defined roles and responsibilities and developed short- and long-term goals for every business area, established regular leader team meetings, promoted a can-do attitude, and formed a recruitment plan to fill existing competence gaps and a five-year backlog of positions. Over one year, a unified front for the organization was accomplished, improving communications, heightening accountability, enhancing cross-functional collaboration, and fostering a culture of excellence and performance. With the realized leadership changes, the organization was able to deliver on its commitments.

Mergers & Acquisitions: AGCO’s hay & forage product lineup required expansion. Charged with spearheading the acquisition of a competitor and integrating its products, people, and operations. Over a year and a half, formed an M&A and post-merger integration strategy, led negotiations, aligned both companies throughout the integration, and realized growth and cost synergies. The acquisition gave Green Harvesting the broadest product lineup in the industry and elevated global sales by $100M / 25%. In addition, $15M in restructuring benefits were realized with all key personnel retained.

Revenue Optimization: Green Harvesting’s growth in Europe was inhibited by its distribution network. Tasked to enrich the network. Over the next three years, led a brand transition, converted distribution from small to large dealers, collaboratively forged full-line dealer exclusivities, and integrated non-core into core brand sales teams. The distribution optimization and subsequent dealer commitments in Europe resulted in $40M / 25% in growth and increased the share of core-brand sales from 55% to 90% over three years.

Global Sales Expansion: AGCO’s German-produced hay & forage products with limited promotion outside of Europe. Tasked to maximize growth in the NA and APA regions. Created a strategy in six months, then over the next three years, leveraged a recent acquisition to complement the existing product portfolio, tailored it for the region, negotiated sales commitments, and supported product introduction events. Ensured timely delivery of products while navigating seasonal requirements. The global growth strategy enhanced collaboration with the commercial teams in NA and APA and grew EME exports by $30M / 135% over three years.

Operational Optimization: AGCO’s US-produced hay & forage products with deteriorating margins and sales globally. Crafted strategic initiatives and built the foundations for lean and more flexible North American operations, including 5S, ERP rationalization, KB implementation, level loading, product cost-out, and quality transformation. Aligned senior staff, allocated resources, instituted progress control, and navigated complications from COVID-19. Successfully executing the operational optimization efforts strengthened leadership trust and improved employee satisfaction. As a result, profits increased by $50M, and sales grew by $130M / 55% over four years.

Product Optimization: AGCO’s hay & forage flagship offering suffered from quality/performance issues and negative margins. Challenged to reverse trends despite limited resources for execution and immense market pressures. Instituted an inventory sell-off while improving services for the existing platform and planning the development of a next-generation platform. Made leadership changes, built a business case, developed an engineering plan, and navigated funding pushback. The product optimization efforts reduced losses of the existing platform by $6M and secured a $50M investment to fund the new platform, which is expected by 2026.

Reorganization / Restructuring: Several acquisitions over the years were not fully integrated, causing siloed operations and partially redundant activities within Green Harvesting. Charged to restructure the organization entirely. Planned a reorganization over nine months, which included an analysis of structure, competencies, decision hierarchy, and activity drivers. As a result, empowered the site leaders with cross-functional end-to- end product cost responsibility, filled competence gaps, optimized management layers and reporting spans, and aligned the organization with the global functions and brands. The new organizational set-up allowed for enhanced corporate collaboration, increased leadership diversity, and accelerated decision-making. With the realization of organizational and volume benefits, the SG&A ratio improved from 18% to 11%.

Strategic Planning: With a strong history of acquisitions, the focus of AGCO was on business growth. Less attention was given to margin and return improvements. Promoted to develop and maintain a strategic initiative portfolio that would allow corporate transition from external to organic growth and accelerated performance improvements. Analyzed ROIC and EVA for each BU, then optimized product cost and quality, customer focus, manufacturing footprint, and market reach. Expanded and developed a more impactful Strategy & Integration team tripling its size to ensure delivery and sustainability of results. The strategic realignment efforts resulted in 20+ new corporate initiatives, which produced $320M in benefits and supported AGCO’s share price to increase from $47 to $57.

Due Diligence: AGCO was approached via an investment bank for a business expansion opportunity. Charged to lead the strategic audit of the acquisition target. Over four months, performed industry, competitor, financial, and risk analyses delivering the strategic rationales, integration requirements, and maximum pricing to justify a transaction. As a result of the due diligence, the Board of Directors approved the acquisition, which allowed AGCO to extend its reach into grain storage and protein production systems elevating global sales by $700M and bolstering company presence and profitability in North America.

Turnaround Management: AGCO’s North American region had been underperforming for two years and attempts to reverse trends failed. Recruited to coach a financial turnaround with profit targets of 7% within five years. For the first five months, investigated and updated all regional strategic initiatives. Coached leaders in exceeding their growth and performance targets through regular initiative progress reviews. Developed and set up new initiatives to ensure target achievement. The strategic coaching efforts renewed the team’s confidence and, over five years, helped improve margins from -2.4% to 10% and grow net sales by $1.1B / 73%. North America went from the bottom to the top-performing region concerning margins. The turnaround was a catalyst for a share price increase from $42 to $47.

Board Governance: An activist investor challenged AGCO’s ability to achieve meaningful results in North America to satisfy shareholders. Commissioned to devise a comprehensive review of the North American strategy and prove the region’s credibility. Over the next seven weeks, investigated all growth and performance areas, established proof that all were being addressed, that leaders were delivering on target, and demonstrated that the current strategy would outperform alternative plans. Provided further recommendations for direction and strategic flexibility and presented findings in a one-day board meeting, which secured their support. The strategy and leadership review satisfied the activist investor, and the North American region exceeded its sales growth and margin improvement commitments.

Education

Master of Business Administration (lic.oec.HSG) at University of St. Gallen in Switzerland

Bachelor of Economic and Political Sciences (1. & 2. Vordiplom) at University of St. Gallen in Switzerland

Certifications

Our Energy Future by University of California San Diego

Energy Production, Distribution & Safety by The State University of New York & University at Buffalo

Languages

English – Fluent (Written/Spoken)

German – Fluent (Written/Spoken)

French – Conversational (Written/Spoken)

Other Affiliations

Swiss and US citizenship holder

Swiss Army Reconnaissance Soldier

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