A business is ready for its next chapter
The next phase needs a leader who owns the result and develops the team for lasting success.
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Leadership & results
Turning industrial potential into a stronger business.
Where I contribute, the decisions I take and the results of my work in industrial businesses.
Where I add value
Build the next phase of the business.
I take long-term responsibility for the business: winning customers, strengthening margins, developing people and building an organisation that can grow.
A transformation has stalled
Decisions slip, workstreams drift and no one owns the whole result.
A business unit is underperforming
Revenue, margin, cash or customer confidence must be stabilised and rebuilt.
International expansion needs an owner
A market entry needs customers, partners, operations and governance — not just a strategy deck.
Europe and Asia are talking past each other
Local speed, regulation, customer expectations and headquarters logic need practical translation.
An AI pilot has to become real work
The use case is promising, but process, decision rights, data and accountability are still unclear.
How I work
Direction → Mobilise → Lead → Develop
- 01Responsibilityresult · authority · priorities
- 02Mobilisefacts · people · decision rhythm
- 03Leadchoices · milestones · accountability
- 04Developpeople · capability · lasting growth
Executive track record
What changed because I led it.
Selected, rounded figures from industrial leadership roles.
€8.7mnew business secured in 2020
€3.6mqualified order volume built in 24 months
400k+ tmaterial sales and +4pp profitability
€180m+portfolio across 50+ global programmes
~€260mtransaction value associated with Wuhan integration
€650msales volume stabilisation responsibility
From restructuring to profitable growth
- Challenge
- A restructured metal-processing business needed credible growth, stronger governance and new market relevance.
- Responsibility
- Managing Director / CEO & CFO with responsibility for strategy, cash, people, customers and execution.
- What I changed
- Repositioned the company as a technology-led supplier, opened new regions and sectors, tightened governance and advanced high-speed machining, including the company’s first steel-milling patent filing.
Volume and margin moved together
- Challenge
- A global materials business needed stronger commercial discipline without sacrificing innovation or customer reach.
- Responsibility
- Global responsibility for sales, marketing and R&D, including pricing and portfolio; contributed to two M&A projects.
- What I changed
- Introduced active pricing and portfolio steering, strengthened commercial routines and linked new alloys and coatings to market demand.
Europe–China integration and portfolio development
- Challenge
- A major China transaction had to become a functioning joint operation across different management, customer and industrial systems.
- Responsibility
- On-site integration, technical business development, sales and strategy in Wuhan for 2.5 years.
- What I changed
- Connected European and Chinese stakeholders, translated customer requirements into industrial delivery and co-developed new material and manufacturing solutions.
Operating experience
I connect industrial depth with commercial responsibility.
My experience spans manufacturing, materials, automotive systems, automation, mobility, engineering services and international commercial leadership.
My advisory experience also includes work with executive and business-unit leaders in aerospace and logistics.
Automotive & Mobility
Robotics & Automation
Industrial Technology
Global / Asia-Pacific
Metals & Materials
Engineering Services
Technology Commercialization
Advanced Manufacturing
Supply Chain & Logistics
Growth & Transformation
AI-shaped Management
PE Portfolio Leadership
Continue the conversation
Explore the full CV or talk with me about your business.