My methodology
scales up and transforms industrial technology companies in ~3 years.
Typical timeline:
Past P&L results:
President Global Services, Germany
Quadrupled newest business unit sales in 2 years by acquiring infrastructure lifespan tech companies to introduce robotics and cloud based predictive analytics for bridges, dams, and large structures.
+200 direct employees.
Managing Director New Technologies, UK
Retained and grew 9 business units, incl. Space Business. Doubled orders and profit over 5 years. Transformed loss making IP into profit in 3 years. Raised NPS from 6.1 to 8.2.
+500 direct employees.
Managing Director Cash Processing, UK
Aligned engineers across US, China, Russia, and UK. Doubled business division sales from 8 to 9 figures in 4 years.
+350 direct employees.
President Invensys Marcam, USA
Turnaround of loss making enterprise software into profitable one in 2 years. Built 9 figure sales pipeline.
+275 direct employees.
Area General Manager, Central & Eastern Europe, Czech Republic
Tripled ‘Automation Controls Solutions’ sales with double digit EBITDA within 3 years.
+250 direct employees.
As a 12-year-old boy in Kashmir, my grandfather taught me the fable of the long silver poplar tree:
“Climbing it is difficult, but staying at the top is harder. It’s all about maintaining balance.”
Company transformation can feel like this, especially during turnarounds when the winds are blowing from every direction. Two principles keep the balance—regardless of business, culture, or country: