Combining data analytics with
sales & operations planning expertise
Organisational Restructuring and Turnaround
Re-organising an app development start-up
Title:
Company:
Role:
Duration:
Team:
Interim CMO
GenioStudio Ltd / Hungary / Early Stage StartUp
Project Lead
6 months (part-time)
1 internal / 8 company
​Main Project Steps:
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Transformed company into a project driven organisation amidst investor pressure
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Identified new market potential for existing competences
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Developed and implemented go-to-market strategy for new app product
Success:
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Successfully launched new app with market potential in 40 days
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Achieved continuing investor support
Transforming an Internal Audit into a value adding inhouse consultancy
Title:
Company:
Head of Internal Audit
Franke Group / Switzerland / 3bn EUR Sales
​Main Project Steps:
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Introduced detailed pre-audit data analysis across all operative segments to determine focus areas
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Introduced a value add based performance rating by audited companies
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Managed over 40 company reviews on 5 continents
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Success:
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Achieved almost perfect feedback score after 12 months
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Turned function from a tolerated control unit into a highly respected support unit, while maintaining critical control function
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Turned team into an in-house talent pool for operational units
Restructuring an independent local commercial kitchen provider
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Company:
Role:
Duration:
Team:
Senior Internal Auditor
Franke Foodservice Espana/ Spain / Sales 30m EUR
Project Lead
4 weeks (full-time)
2 internal / 5 company
​Main Project Steps:
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Identified a market opportunity and matching unused skills based - developed process to repair and store returned equipment to offer immediate replacements with repaired equipment and later exchange for new equipment in a market with delayed equipment replacements (inventory reduction potential of 350k, increase of market share, increase of handling costs offset by sales profit)
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Improved inventory management data points (ROP/EOQ) for most SKUs to reduce inventory based on data analyses
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Identified process wastes in various inventory mgmt processes
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Success:
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Identification of 1m EUR in NWC optimisation
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CRO project canceled as promotion to Head of IA was considered more beneficial to the group
Organisational development for growth
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Company:
Role:
Duration:
Team:
Senior Consultant
Medium sized StartUp / Production and distribution of Ultra Fresh Food / Sales 15m EUR
Project Lead
9 months (part-time)
2 internal / 2 company
​Main Project Steps:
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Moderation of strategy development process
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Development of new organisational structure
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Definiton and prioritisation of strategic projects
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Project Sponsor for different internal projects
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Success:
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Acquisition of additional 10% market share
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Successful establishment of agile project driven organisation and handover
Turnaround under distress
Title:
Company:
Role:
Duration:
Team:
Senior Consultant
Medium sized, family owned enterprise / Germany / Production of technical foils / Sales 70m EUR
Lead CRO
3 weeks (full-time)
5 internal / 5 company
​Main Project Steps:
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Prioritisation of improvement projects identified during concept project
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Coordination and planning of detailed projects to realise different improvements with 3rd party experts, in-house experts and company
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Success:
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Approval of CRO concept and project map
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CRO Role was unfortunately given to a former manager of the leading bank
Market and Pricing Strategy
New KAM pricing for HeadsUp Design
Title:
Company:
Business Development Manager
HeadsUp Design Inc / Hungary / Sales 20m EUR
​Main Project Steps:
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Extended the parameter for sales negotiations away from pure margin focus to better reflect actual business targets.
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Introduced significant discounts for prepaid drop-ship orders
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Success:
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Reduced order margins by 50%, but increasing overall profitability (ROI) by 200% for cash stripped startup.
Sales Process Improvement
Global sales process standardisation
Title:
Company:
Head of Global Sales Excellence
Franke Kitchen Division / Switzerland / Sales 1bn EUR
Main Project Steps:
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Standardised customer information gathering
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Rolled out CRM
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Introduced special training together with global purchasing team to prepare sales teams for increased professionalism on buyer side
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Success:
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Better customer information let to increased negotiation power.
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Directly attributable to a 2% increase in sales margin.
Implementing a global CRM for Franke Kitchen Systems
Title:
Company:
Role:
Duration:
Team:
Head of Global Sales Excellence
Franke Kitchen Division / Switzerland / Sales 1bn EUR
Project Lead
1 year (part-time)
5 internal / 3 CRM provider / 4 for each of the 25 regional entities on 5 continents
Implementation of a central CRM system to replace local solutions.
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Main Project Steps:
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Lead local spec requirement and process mapping
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Defined global specs and customisation requirements with selected market experts
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Managed global and local stakeholders
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Determined process changes per entity, developed training program and rollout
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Success:
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Achieved full support of all local entities
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Handed project over to successor when leaving the company
Portfolio and channel review for Franke Entities
Title:
Company:
Head of Internal Audit / Senior Auditor
Franke Kitchen Division / Switzerland / Sales 1bn EUR
Developed as part of the Internal Audit a routine analysis of 3 years of sales data in a customer / product matrix across channels and product groups:
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Main Project Steps:
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Identification of underperforming products
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Identification of customers with low margin portfolios
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Identification of customers with underperforming products
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Success:
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Local entities reported in follow-ups realisation of 2.6m EUR in margin improvement over 3 years
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Was promoted to Head of Global Sales Excellence and member of the division management team for Kitchen Systems
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Key Account Negotiations
Introduction of centralised global Key Account Management
Title:
Company:
Head of Global Key Accounts and Sales Excellence
Franke Kitchen Division / Switzerland / Sales 1bn EUR
​Main Project Steps:
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Developed and implemented new global key account management approach with central responsibility and management
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Defused local escalation with global key account through in person negotiations
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Improved global key account contract through better understanding of key account's internal power dynamic
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Successfully closed long ongoing negotiations with single largest customer due to better understanding of customer culture and purchasing process
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Success:
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Business Lead for ERP projects
ERP transition Franke Thailand
Title:
Company:
Role:
Duration:
Team:
Head of Internal Audit
Franke Kitchen Systems / Thailand / Sales 35m EUR
Business Lead
5 weeks (full-time)
2 internal / 30 company
Integrating the local wholesale entity into a global in-house ERP solution created for the project business of Foodservice Asia.
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​Main Project Steps:
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Mapped processes with local owners
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Decided ERP customisations with global IT team​
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Managed data cleaning and completion process
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Redefined processes with local team to adjust to system processes
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Success:
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Successful ERP launch with 4.9 Sigma level in the first 2 months
Merger and Acquisition
Operations and synergy due diligence
Title:
Client:
Target:
Role:
Duration:
Team:
Senior Consultant
Publicly traded solar energy company / Germany
SME / Production of solar panels / Sales 35m EUR
Project Lead
3 weeks (full-time)
2 internal
​Target:
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Evaluation of feasibility to conduct financially viable operations with 50% staff
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Identification of excess staff members (20 employees)
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​Main Project Steps:
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Portfolio and volume analysis (profitability, productivity)
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Process Reviews
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Personnel Interviews
Success:
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Advised against acquisition as interviews had identified significant culture and process flaws, advised hiring of 7 key staff members to acquire market share and knowledge
Company sale in distress
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Company:
Role:
Duration:
Team:
Senior Consultant
Medium sized, family owned enterprise / Germany / Production of textiles / 40m EUR in sales
Project Lead
3 weeks (full-time)
4 internal / 4 company
​​Main Project Steps:
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Preparation of Information Memorandum
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Preparation of deal structure
Success:
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Project failed in final term preparation phase - the lead bank did not agree to debt cut covenant
