MILESTONES
A broad portfolio, from which I kept the best solutions in my personal toolbox.
Whether it is "What was managed at the beginning doesn't burn at the end" or " If you get faster from the start, you will reach faster your destination".
There is no "Good" or "Bad" in the first step, but the "most suitable" approach for each problem!
This crucial switch is set irrevocably at the beginning of a project.
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However, in any case the following applies:
"Vision without action is a daydream, action without vision is a nightmare." (Japanese quote)
JAPANESE CONGLOMERATE
Only together are we unbeatable, even if upfront alignment takes time!
I recently worked for many years in a Japanese company with its corporate headquarters based in Tokyo and Yokohama. These years opened up an impressive world for me, how in the triad of corporate philosophy, management culture and work commitment, restructuring plans were implemented without losing sight of human values. This left a lasting positive impression on me forever.
As in an ant colony, the effectiveness is greatest when everyone does in their role the best they can. There is no better or worse in the internal comparison, but there is in the external comparison - in the direction of competition. Therefore, communication and reliability are everything! Because that leads to the necessary loyalty and integrity!
With these guiding principles, even unpleasant projects were feasible in a fair manner. Even with negative effects on the workforce, which under normal circumstances would have led to strikes and lengthy negotiations with the works council.
AMERICAN ELECTRONICS GROUP
Fast in decision taking, but challenging in the implementation!
This group has its origins in contract manufacturing; ie on the basis of customer specifications the most cost-effective products are manufactured for the customer. Stimulated by the automobile boom at the beginning of the 2000s with excellent margins, an automobile supplier segment with its own development should now be created in Flextronics - both organically and through acquisitions. In addition to implementing processes for development controlling, I accompanied the management team with the due diligence, acquisition and subsequent integration of an automotive supplier (post merger integration).
Faster than the competition, we were rewarded with a "piece of cream" in a time of crisis, the competition was left behind.
EUROPEAN ELECTRONICS GROUP
With every decision, keep an eye on efficiency, but also on effectiveness!
As early as the first decade of this century, this company came to the conclusion that conventional automotive technology was only sold at price. Therefore, together with our CEO, I was commissioned to prepare and implement the sale of the global group of companies with a turnover of around EUR 500 million with the support of an investment bank.
Optimal preparation of the sales documents as well as the actual due diligence project led to the sale of the business group without the usual rework after the deal was concluded. A lot of work at the beginning, no negative surprises towards the end.