Thomas Wüst-EXECUTIVE INTERIM MANAGER

Situation:

• Declining revenue
• Need for support in identifying and opening up new sales markets

TASK:

• Expand the B2B network and develop new strategic partnerships to open up additional sales opportunities and new markets.

MEASURES:

• Identification and approach of potential B2B customers and partners
• Expansion of existing contacts in the market environment
• Development of new strategic partnerships
• Customer and market discussions mostly in the field
• Support in opening up new sales opportunities

RESULTS:

• B2B network expanded in a targeted way
• new strategic partnerships initiated
• additional market and sales potential made visible
• stronger presence with customers through personal market work

Situation:

• Competition between country organizations on projects
• Inconsistent approach to customer inquiries
• No unified sales and service strategy
• Communication between headquarters and branches partly contradictory (cultural differences)

TASK:

• Reorganization of sales and after sales service in an international organization – with focus on process standardization, margin improvement, service setup, better cooperation between the country organizations and stronger customer focus.

MEASURES:

• Professional leadership, coaching and development of 30 employees
• Re-structuring and realignment of sales
• Review and adjustment of existing processes and KPIs
• Expansion of the B2B network and development of strategic partnerships
• Renegotiation and adjustment of existing dealer contracts
• Alignment of sales processes in the country organizations
• Development and implementation of a global service strategy including hotline
• Conflict management and improvement of communication between country organizations
• Implementation of a compensation policy for cross-border projects
• Support in building decentralized spare parts supply through service partners

RESULTS:

• clear increase in margins through renegotiation of existing dealer contracts
• contribution to revenue growth and higher profitability
• internationally more standardized sales processes created
• global service strategy including a working hotline implemented
• communication and cooperation between country organizations improved
• conflicts between countries and locations defused
• foundation created for better service availability and stronger customer loyalty

Main responsibilities

• Responsibility for revenue of €149 million
• Strategic OEM development for standard products
• Coordination of international sales companies in customer projects
• Development of new business relationships, especially in Food & Beverage and Pharma
• International key account management in various industries
• Development of customer-specific solutions for B2B customers
• Reporting to business unit management

Success factors

• Strategic thinking combined with international key account management
• Ability to coordinate different sales companies in international customer projects
• Development of new business potential in F&B, Pharma, plant engineering, etc.
• Industry-specific expertise and technical solution competence
• Strong communication skills, diplomatic tact and clear customer focus

Main responsibilities

• P&L responsibility for the Indian subsidiary
• Restructuring and realignment of the Indian unit
• Conversion of the joint venture into a 100% subsidiary
• Relocation to a new company building and setup of local production
• Technology transfer from Germany to India
• Building a working supply chain management setup including supplier qualification, import, customs and warehousing
• Introduction of an ERP system and new company structures
• Building a sales and service network including a hotline in India
• Development of strategic customers in Southeast Asia and the Middle East
• Leadership and development of a local team
• Introduction of ISO 9001

Success factors

• Turnaround of the Indian subsidiary within two years
• Combination of operational restructuring, sales, service, supply chain and local leadership
• Intercultural skills in working with Indian teams, partners and customers
• Building strong local structures instead of just managing from Germany
• Strong decision-making, focus on quality and hands-on execution on site

Main responsibilities

• P&L responsibility for €4 million in Central and Eastern Europe
• Leading and developing a small team
• Searching for, selecting and developing new B2B partners and distributors
• Further development of existing partner structures
• Organizing marketing activities, seminars and customer events
• Advising on customer projects in water treatment
• Growing market share in CEE
• Reporting to CEO/CFO

Success factors

• Solid understanding of B2B markets in Central and Eastern Europe
• Building strategic partnerships and long-term customer relationships
• Increasing market share through partner development and technical consulting
• Strong communication skills with top management, partners and customers
• Flexibility, determination and consistent focus on goals

Main responsibilities

• Worldwide commissioning of machines and systems
• Service assignments, repairs, and technical problem analysis on site
• Technical support by phone and email
• Spare parts coordination for international service assignments
• Documentation of service assignments and technical measures
• Quality assurance, especially for systems in the pharmaceutical industry
• Training and coaching of operators at the customer's site
• Continuous improvement of service processes

Success factors

• Solid technical understanding from assembly, commissioning, and service
• Fast problem analysis and solution-oriented work at the customer's site
• Ability to reduce downtime and ensure customer satisfaction
• Structured planning and coordination of worldwide assignments
• Service experience as an important foundation for later sales and after sales