Management Expert, MBA

EXECUTIVE PROFILE

Management expert with a proven record of business improvement through increased profitability, revenue growth, cost reductions, and workforce education. Develops and executes highly effective business plans and manages operations with profitable results. A successful change agent who is particularly effective in operations management & organization development, focusing on efficiency of internal processes, employee training, and restructuring cultures. Brings a unique blend of outstanding analytical and strategic business abilities, operational expertise, superb leadership skills, and multi-language knowledge.

CORE COMPETENCIES

Improves Net Results:

-Strategy / Business Development

-Organizational Development

-Operations Management

-Project Management

Makes People Better:

-Excellent Interpersonal Skills

-Facilitator, Conflict Solver, Mentor

-Employee Development, Training, Coaching

Bridges Cultural Differences

-International Experience

-Multi-Lingual (English, German, Italian, French)

MAJOR ACCOMPLISHMENTS

-Transformed company from a largely unstructured, purely sales-revenue-oriented organization to a net-profit-driven, cost effective, operationally efficient, and strategically sound enterprise.

-Established a new business unit to coordinate and accelerate product development and management efforts throughout company.

-Led the development of a new product generation, a complex modular system allowing extremely flexible, customer specific product offerings and pricing structure, resulting in improved customer satisfaction, retention rate, and net profits for the company.

-Implemented a new customer segmentation model, enabling a targeted, cost-effective marketing approach.

-Spearheaded the inclusion of marketing department in strategic planning process, enhancing collaboration with planning and sales departments.

PROFESSIONAL EXPERIENCE

GENERAL MANAGER

Peter Meier Inc., Kernersville, NC; 2000-2008

-Increased Net Income by 360% while doubling sales revenues from $10 Million to $20 Million within six years as a result of development and execution of a strategic business plan and overall company strategy. Allocated human and financial resources to most profitable projects, focused on key customers and value-added products and services, and eliminated wasteful spending.

-Reduced total operational cost by 14.3% in first year after creating and implementing a new organizational structure that eliminated duplication of efforts, process inefficiencies, and unclear chains of command.

-Continually improved operational efficiency while reducing staff and operational cost, achieving annual productivity gains of almost 10% on average over the last 7 years. Established and enforced written standard operating procedures, involving employees on all levels of the organization by persistently soliciting feedback and adhering to an open-door communication policy.

-Increased overall Gross Margin by 4% in first year after introduction of product and activity-based customer profitability analysis.

-Instituted cultural change through implementation of written company vision, mission, and core values statements. Increased understanding for company strategy and goals on all employee levels by continuing communication and enhancing employee education, resulting in reduction of turnover ratio by more than 50%.

-Enhanced employee performance by designing and implementing annual review and performance management system that tied financial rewards to clearly defined performance measurements, achievements of agreed upon goals, and introduced profit-driven compensation plans.

-Increased number of completed product projects and shortened Time-To-Market for new products by implementing a new product development & management process, including financial model to evaluate and justify product project decisions and vendor qualification system for the expansion of supplier base in Asia and Europe.

PRODUCT MANAGER

Rentenanstalt / Swiss Life, Zurich, Switzerland; 1994-1997

-Set product priorities and allocated personnel and financial resources to projects, based on thorough market research and internal cost/benefit analyses.

-Reduced project costs by more than 20% by establishing an accurate time and cost control system for projects, making team members accountable for their actions and results.

-Decreased average product development project time by more than 50% by initiating and implementing the utilization of project staff on a full-time basis for the duration of each project. This not only shortened the project lengths, but also enhanced team member identification with projects and the quality of project work.

MARKETING MANAGER

Winterthur Life Insurance, Winterthur, Switzerland; 1992-1994

-Increased efficiency of marketing campaigns by 15% (measured in response rates and cost reductions) after defining and introducing new customer segmentation in order to market to specific customer base, resulting in faster and more accurate input for new product innovations to product development team.

-Reduced time spent on corporate planning by 50% after establishing a new planning and communication process that included the implementation of two annual strategic planning meetings with all Division Presidents in attendance. In addition, this led to improved communication between departments and better, more comprehensive decisions by Executive Management team.

EDUCATION

Master of Business Administration - Loyola Marymount University, Los Angeles, CA; 1999

Master of Economics - University of St. Gallen, St.Gallen, Switzerland; 1990

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