Andreas Berents-CEO, CRO

Developed a marketing and acquisition strategy to attract and retain new franchise partners. Coached and advised the executive board and management team.

Responsibility for the strategic and operational management of a group of companies with five entities, around 450 employees and about 800 franchise partners, with revenues of around EUR 200 million Leadership and development of management teams, expansion of the franchise network and further development of business models in official vehicle inspections as well as damage and valuation reporting Implementation of transformation, digitalization and efficiency programs at group level Scaling the FSP group through a strategic growth program. Increased revenue from EUR 75 million to EUR 160 million while raising the EBIT margin to over 20% Turned around two companies in the damage and valuation business from loss to profit Implemented several digitalization and BPO projects for sustainable efficiency gains

• Operational management of the branch network and further development of central sales and service areas

• Optimization of business processes and cost structures in auto repair, tire service and auto glass

• Expanded sales activities and strengthened the fleet business as a strategic growth segment, including opening new highway-adjacent commercial vehicle centers

• Introduced a communication and control system in the service centers to strengthen operational excellence

• Improved the branches' operating result by EUR 10.5 million

• Increased gross profit in auto glass from EUR 210,000 to over EUR 3 million

• Increased revenue in auto service by more than EUR 9 million

• Primary management of business activities in Germany with around 600 employees and revenues of approximately EUR 35 million

• Further development of the branch and franchise business, optimization of organizational and inventory structures, and expansion of international activities, especially in the Polish market

• Transformation in Denmark, anti-corruption measures in the Czech Republic

• Leadership of regional management teams, realignment of location strategy, and further development of the service portfolio

• After many loss-making years, improvement of EBITDA from minus 8.0 million DM to plus 3.8 million DM

• Expansion of the branch network in Poland from 10 to 45 locations within two years

• Successful turnaround of the Danish and Czech companies from losses to profits

• Increase in gross margin to over 90% through new low-material services

Acquisition of over 40 new franchisees