JENS SCHLEICHER

(IBG Group: ~ $450 Mil Turnover; 2500 employees)

Conversion of the group: digital business models, efficiency gain, communication network, social-media, component to system and SaaS manufacturer.

Entering sustainable double-digit growth path by:

• Identifying portfolio gaps and initiating completion through product development or M&A (total of 5 companies added)
• Adding digital sales-, monitoring-, knowledge transfer- and communication channels / IOT – embedded products
• Intensive personnel management, development, motivation and structuring
• Expanding territorial reach
• Leading the group through unprecedented challenges (Covid, war in Europe, economic and social variance)
• Enabling and initiating transfer from component to systems manufacturer
• Aligning holding-group-entity strategies to grow both bottom and top-line

(Atlas Copco Group: $14 B turnover; 44.600 employees)

Raising efficiency and reaching double digit growth rates for responsible sales channels: Global Distributors (90); Inhouse Sales (Germany), E-Channel (global), totaling to approx. $100 M, responsible for 13 departments and 125 FTE (9 direct reports, 80 disciplinary, 45 functional)

• Optimizing global marketing and sales efforts through a customer focused set-up and tools (CRM, ticket-system, etc.) in a matrix organization
• E-commerce, and package sales
• Increasing global revenue top-line and sales margin through a structured pricing logic for all segment sales ($420M)
• Oerlikon Group wide strategic sales functions reporting to both Group and Segment CEO´s

(Oerlikon Group: $3 B turnover; 15.000 employees)

Setting up, structuring and leading a global distributor network consisting of over 80 distributors. Leading and growing the division instruments and accessories with full P&L responsibility. Successfully creating and implementing a road map for strategic alliances

• Deputy VP Sales and Services worldwide ($420+M)
• Building strategic alliances to strengthen the portfolio and meet future customer needs
• Setting up and leading a global support center consisting of ~125 employees
• Introducing a new global pricing logic for all products

(Voith Group: $4.8 B turnover; 39.000 employees)

Strategic reorientation of all international sales activities with focus on business development (in particular in core markets such as off-shore oil extraction, wind farms and passenger conveyance), service and strategic pricing.

Establishment of a Balanced Scorecard with inclusion of all company units by:

• Preparation and evaluation of a market- and potential analysis
• Strategic partnerships
• Governmental contracting and subsidy calculation

Implementing the above-mentioned steps and closing strategic alliances have led to substantial revenue increase for the continuing 5 years.

Stabilizing and building up the Middle East business for Voith, opening 3 new offices, manufacturing and service facilities within the UAE.

• Company Management
• Company structuring & organization development
• Company consolidation & reporting
• Cash Flow and fixed asset management

During my appointment as, , Deputy Director and Compliance Officer for the region (with full power of attorney for all businesses of Voith Middle East FZE) turnover was tripled.

• Preparation/ Training for the reassignment to the Middle East

(Schott Group: 2.7 B$ turnover; 15.000 employees)

• Development of an event strategy within the marketing mix
• Planning and implementing a new CI-Campaign