Global Chief Executive

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Position
Global Chief Executive
Location Confidential
No
Location
No preference
Willing to Relocate
Yes
Industry
Paper/Printing/Packaging/ForestProducts
Function
GENERAL-MANAGEMENT--CEO/COO/GM
Compensation
$250,000 to $500,000

Resume Summary
Truly Global Chief Executive who continuously delivered profitable growth in complex environments (Consumer and Industrial Products).

Resume Body      GLOBAL CHIEF EXECUTIVE

SUMMARY

Strong hands-on leader and motivator of international teams within demanding structures: start-ups, turnarounds and joint-ventures across Asia, North America and Europe

Consistently delivered double digit sales revenue improvement and triple digit profitability improvement through rapid adaptation, sound strategy and operational initiatives

Proven ability to lead long term projects and simultaneously deliver yearly sales and operating income improvement

Powerful communicator (French, English, German and basic knowledge Indonesian) who successfully concluded major transactions with multinational clients and managed key account relationships

Specialties:
-Multicultural team building with strong critical problem solving focus and change management mindset
-Industry trend analysis, growth opportunities and acquisitions identification associated with strategic and business plan preparation, presentation and execution (including BoD reporting)
-International sales and marketing, having implemented successful B2B marketing and new product development strategies in many countries
-Finance and controllership, state-of-the-art IT implementation
-Operations and factory/plant management, quality control, supply chain development, social and environmental accountability, audit and certification preparation


ACHIEVEMENTS
As top executive, routinely generated double digit sales revenue improvement and triple digit profitability improvement in many sectors worldwide (semiconductor, luxury, food, food service, industrial packaging)

With Advantek, simultaneously led several important long term projects such as ERP implementation, New Division creation, Acquisition, New Products Development and delivered Sales revenue and OI improvement

During my tenure with Pak 2000, achieved best operating income results since the company creation

At Huhtamaki South East Asia, within 5 months reached breakeven. First regional manager to have each SE Asian unit generating positive results since the move to Asia in1983. Captured 45% of market share in Malaysia

Steered a new joint venture during the 1997 Asian crisis; and broke even after 5 months absorbing all pre-operating expenses. 1999 result was considered the best achievement of the year for the Van Leer Group in a severe operating environment. Gained 80% of market share

AREAS OF EXPERTISE
Multi-National Teams Leadership Business Start-Up and Turnaround ERP Implementation Growth Assessment Opportunities Technology Implementation Product Development Continuous Improvement, Lean, Six Sigma Strategy and Business Plan Development Critical Problem Solving Financial and P/L Management Productivity/Profitability Enhancement Purchasing & Negotiation skills Across Culture Communication Change Management Customers Relationship


PROFESSIONAL HISTORY

President, COO | Advantek Inc. | Minneapolis, MN (USA) and Manila (Philippines)-Dec 2009 to Jul 2014
One of the world leaders in manufacturing carrier tape for the semiconductor industry, 3 factories in Asia, 8 DCs worldwide, 650 employees
GROWING THE CORE BUSINESS
"Identified emerging industry trends, met with semiconductor major players and determined key priorities for the future
"Agreed on and executed the strategic plan focusing on structural improvement, vertical integration and introduction of new technologies taking into account the necessity of diversification. Quarterly reported to Board Of Directors
"Redefined and aligned the corporate Vision, Mission, Values and Core Competencies
"Recruited management team leaders (SCM, QA, HR, IT and Engineering) to cope with all the changes and development needed.
"Consolidated our operation by re-locating one factory (100+ machines moved within a quarter without business interruption) and two distribution centres. DIOH decreased by 19% and DWC by 16%
"Re-enforced the use of Lean Manufacturing, Kaizen, Six Sigma and introduced 4DX and Stage Gate. Productivity enhanced by 23%
"Gained 6 working days in reporting monthly financials through the implementation of a new ERP system. For the first time in the company history worked under one system, revisited standard business processes across all units and established new key performance indicators. Improved the SKUs tracking system accuracy
"Introduced a key accounts relationship focus at the top management level and negotiated major sales contracts with Intel (first time 3-year contract, qualified preferred supplier), TI, Micron, ST Micro, ASE. Sales increased by 57% and OI by 400%
REORGANIZING FOR DIVERSIFICATION
"Penetrated the LED market (Philips  Lumileds) within a year through the development of new products generated by 2 new forming processes.
"Created a film making division as part of our vertical integration plan. Invested in completely brand new human competencies and equipment to allow the company to develop its own film and penetrate new identified niche markets
"Successfully organized the acquisition of one of our suppliers/competitors in North America saving 2/3 years of development and speeding up the vertical integration plan. Avoided double digit major price increase leveraging on new suppliers



President | Pak 2000 Inc. | Mirror Lake, NH (USA)-Jul 2005 to Oct 2009
Manufacturer of luxury and security packaging, facilities in 5 countries in Europe, Asia and the US, 130 employees
RESTRUCTURING FOR GROWTH
"Built an international management team focusing on the supply chain in Asia (qualifying suppliers, auditing, coordinating)
"Gained 24 hours on quote and improved by 30% project gain ratio by adding a quoting department in Switzerland and converting product managers into project managers
"Fixed our internal communication and implemented a new ERP system allowing all units for the first time to work under the same roof with new standardized working procedures
"Re-organized the North America sales team. Created a Marketing Department and brand new company marketing collateral. Re-engineered web-site and introduced a sales forum. Sales increased by 40+%
"Negotiated major sales contracts with Coach, Cartier, Longchamp, Mont Blanc, Dunhill, Ferragamo (luxury shopping bags and boxes), American Greetings (Gift bags), DFS, Harland Clarke (safety bags). Led a WalMart project (mesh bag) and built the supply chain within a quarter (USD 3M). Developed price/margin matrix for complex projects. OI increased by 220%.


14 Years Top Executive | Huhtamaki (Finland) | Royal Packaging Industries Van Leer NV (the Netherlands)-Dec 1991 to Jun 2005
(Huhtamaki acquired Van Leer in 1999). World leader in consumer packaging and serves fast-moving consumer goods, 16,000 employees

Project Manager reporting to HQ | Huhtamaki (Europe)-May 2004 to Jun 2005
DIVESTING - European Business Strategy Project-Dec 2004 to Jun 2005
"Implemented the monitoring and reporting tool for the shutdown of several units within Europe. Planned/followed up the project (assets/employees transfers, costs/savings and synergies). Supervised legal aspects (real estate and trade union negotiation)
ADMINISTRATIVE CENTRALIZATION - Shared Services Centre Europe-May 2004 to Dec 2004
"While implementing Oracle worldwide carried out a SSC feasibility study with Deloitte and Oracle (including 17 business units transactions/processes and FTE savings analysis as well as potential 7 locations). In November 2004 the Steering Committee approved the next 4 years recommendations

General Manager for Rigid Packaging | Huhtamaki South East Asia | Kuala Lumpur (Malaysia)-Jun 2000 to May 2004
Manufacturer of plastic and paper packaging for the food and food service industries, 2 production sites, 3 sales offices, 200 employees
DRAMATIC TURNAROUND - Within 5 months reached breakeven. Actions taken included:
"Operator turnover dropped by 79% after 4 months. Negotiated authorization with the Malaysian government to hire foreign workers. Travelled to Nepal and recruited 60 Nepalese workers
"Production efficiencies increased by 15-20% and customer complaints reduced by 25% due to intensive machine operators/packers training and implementation of preventive maintenance
"Reached 45% market share in Malaysia after 6 months of on-time deliveries and improved quality. Was able to negotiate price increases with key accounts (McDonalds, Coca Cola, Pepsi, KFC)
LONG TERM GROWTH - Implemented long term actions to improve operational efficiency, actions included:
"Defined the strategic plan including market research, production facilities relocation plan for SEA, and cross countries analysis within ASEAN. Initiated Quality certification: ISO and HACCP compliance
"For SEA, successfully agreed (first time ever and after 6 months negotiation) a 2-year contract to supply McDonalds and negotiated with Nestle the exclusivity of the Nescafe cup supply for 3 years across the entire region
"Changed warehouse location in Singapore and generated S$500K p.a. savings
"Created a brand new paper noodle cups to break through the Philippines market (US$2 million)
"Developed new packaging products for Unilever and Nestle based on existing tooling savings year of development, no CAPEX required and full machine capacity filled

President, Managing Director | PT Van Leer Asaba | Jakarta (Indonesia)-Oct 1996 to May 2000
Joint Venture between Indonesian and Dutch food plastic packaging companies, 80 employees
START UP DURING 1997 ASIAN CRISIS - Launched this JV and managed all aspects of the company creation
"Negotiated legal authorizations for corporate establishment. Recruited the managerial team and organized the training program
"Established strategic plan and financial reporting system; Managed production site construction
"Achieved savings of DM 650K fine tuning the equipment supply and balancing between local financial & technical requirements and expensive & high tech European solutions
"New products developed were approved by Unilever and launched 2 months ahead of schedule
"Penetrated the industrial packaging market, trading steel drums and closures supplied by sister companies
"Used the crisis to create a very strong Momentum among the local team members. Notwithstanding severe economic crisis (+450% inflation in 18 months), we were able to generate exceptional results, EBIT: 1997-5%, 1998-15% and 1999-34%.

Project Manager for Indonesian Joint Venture | Van Leer -4P Rube | Goettingen (Germany) Nov 1995 to Oct 1996
Food packaging company (4P Rube was acquired by Van Leer in 1992)
"Prepared the future JV company in Indonesia covering technical, organisational and financial aspects; tested and selected technologies and equipment to be used: thermo-formers, extruders, printers (dry offset, flexogravure, rotogravure)
"Led product development in close cooperation with customers and negotiated/established prices. Organised the training of Indonesian team in Germany and the Netherlands

Financial Controller, IT Manager | Van Leer Fibre et Plastique | Autheuil Autouillet (France)-Dec 1991 to Oct 1995
Industrial packaging company with 4 plants, 3 production systems, 140 employees
"Reported all financial statements at local and headquarters levels including European consolidation
"Researched and set up improvements on all aspects of business organisation in close collaboration with heads of department. Provided the operational side with daily and weekly follow up reports allowing managers to react quicker before the month end
"Directed a quality project which led to 50% scrap reduction


EDUCATION & CREDENTIALS
"BA equivalent, Institut Superieur de Gestion degree (major French business school), 1987/90
Multinational curriculum included studies in USA, Japan, China, South Korea and Hong Kong
"Diploma in Marketing Management, Institut Prive des Attaches de Direction, Paris, 1984/86
"Language-Native: French. Fluent: English, German. Knowledge: Indonesian
"US Permanent Resident

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