01 / EXPERIENCE
Over more than two decades in electrification, my responsibilities have expanded from product and portfolio management into industrial operations, full P&L ownership, business unit leadership, international growth and business transformation.
The progression matters as much as the individual roles. Each step broadened the scope of responsibility, shaping a general management perspective on how products, customers, operations, people and capital come together to drive business performance.
02 / CAREER AT A GLANCE
Progressing from understanding products and customers to building operations, running businesses, transforming organisations and leading across markets and regions.
HAGER
2024 →
Global Business Leadership & General Management
Leading Hager’s global Electrification Project Business across Commercial Buildings, Infrastructure, Industry and Utilities, with responsibility spanning strategy, offer and portfolio, commercial execution, operations and business performance.
ABB
2007 — 2024
P&L, Operations & International Business Leadership
Seventeen years progressing from product and portfolio management through industrial operations and P&L leadership to European and international market-development responsibility.
EARLY CAREER
2002 — 2007
Engineering & Technical-Commercial Leadership
A hands-on foundation in low-voltage electrical distribution — progressing from switchboard assembly and electrical engineering into technical-commercial leadership.
03 / HAGER / 2024 →
Group Vice President & General Manager, Electrification Project Business
Global business leadership for Hager’s Electrification Project Business across Commercial Buildings, Infrastructure, Industry and Utilities, with end-to-end responsibility for strategy, growth, offer and portfolio, commercial execution, operations and business performance.
The mandate spans Group functions and Market Areas, aligning customer and market priorities with engineering, supply chain, manufacturing, quality and lifecycle capabilities to strengthen execution and scale the business.
01
Strategy, Markets & Commercial Execution
Translating business strategy into market priorities, customer ecosystems and disciplined commercial execution across complex B2B and project environments.
02
Offer & Portfolio
Shaping systems, solutions and portfolio priorities across low-voltage electrification, targeted segments, digital engineering and lifecycle services.
03
Operations & End-to-End Execution
Building the operating model around project customers across engineering, supply chain, manufacturing, quality and lifecycle support.
04
Business Governance & Transformation
Aligning functions, decision rights, resources and performance management around shared priorities and end-to-end business outcomes.
04 / ABB / 2007 — 2024
My 17 years at ABB progressed through product and portfolio management, industrial operations, full business unit P&L, European transformation and global market development across Europe and the Americas.
Each stage broadened the scope of responsibility — from understanding products and customers to owning businesses, reshaping operating models and scaling growth across multiple markets.
01 / PRODUCT & PORTFOLIO
2007 — 2012
Product & Portfolio Manager, Low-Voltage Systems
Understanding the business through products, customers and ecosystems
Product and portfolio responsibility created the foundation for understanding how customer requirements translate into positioning, technical differentiation, portfolio choices and commercial development.
The role combined product management with the development of a national panel-builder ecosystem, helping scale the Main Distribution Systems business to approximately three times its original size.
TRANSITION
Identifying localisation as the next growth constraint led to the business case for a new industrial operation — and ultimately to ABB investment approval in Zurich.
02 / BUILD & OPERATE
2012 — 2015
Factory Manager / Greenfield Project Leader
From business case to industrial operation
The mandate moved from defining what the business needed to building the capability required to deliver it.
I led the greenfield programme through construction, industrialisation, technology transfer from Germany and Italy, organisation build-up and ramp-up — ultimately assuming full operational and P&L responsibility for the new manufacturing entity.
BUILD
From investment case to full factory P&L
Strategy → investment → construction → technology transfer → organisation → operations
03 / RUN THE BUSINESS
2015 — 2018
Local Division Manager, Smart Buildings
Full business unit P&L responsibility for growth and performance
Responsibility expanded from one industrial operation to the broader business, connecting commercial growth, profitability, logistics, service and organisational performance.
$70M → $120M
Business growth in three years while improving profitability
The business grew from approximately $70 million to $120 million over three years while strengthening commercial, logistics and service capabilities.
04 / SCALE & TRANSFORM
2018 — 2022
Regional Marketing & Sales Manager, Europe
From business leadership to European transformation
The move to Europe expanded responsibility into a multi-billion-dollar business environment, working through regional and country organisations and combining market leadership with transformation across portfolio, operations and organisational integration.
TRANSFORMATION
Major global business turnaround
Led transformation across Offer Management, Operations and Marketing & Sales, restoring growth to more than 5% despite a double-digit market downturn.
INTEGRATION
Led major business integrations, including the European Marketing & Sales integration of GE Industrial Solutions and the integration of Emergency Lighting across portfolio, operations and manufacturing.
TRANSFORM & INTEGRATE
Commercial strategy → offer → operations → organisation → industrial footprint
05 / INTERNATIONAL LEADERSHIP
2022 — 2024
Vice President, Global Market Development — Europe & Americas
Shaping growth across Europe and the Americas
The final ABB chapter expanded responsibility to market development and transformation across a multi-billion-dollar international portfolio spanning Europe and the Americas.
The role focused on translating global strategy into market, portfolio, segment and channel priorities across diverse countries and market structures, while concentrating resources around strategic growth areas and developing new Go-to-Market models.
SCALE & SHAPE
Multi-billion-dollar international scope
Europe + Americas
Markets + portfolio + segments + channels
Global strategy → local execution
05 / EXPERIENCE ACROSS THE BUSINESS SYSTEM
Different stages of the career have provided different views of the same underlying business system — from identifying customer opportunity to building the organisation and operating capabilities required to capture it.
01 / MARKET & CUSTOMER
Growth, Markets & Customer Ecosystems
Market development, Go-to-Market models, channels, segments and customer ecosystems across complex international B2B environments.
02 / OFFER & PORTFOLIO
Offer & Portfolio
Product management, portfolio choices, positioning and the connection between market requirements and differentiated customer value.
03 / GENERAL MANAGEMENT
General Management & P&L
Business unit leadership, full P&L responsibility, financial performance and resource allocation.
04 / OPERATIONS
Operations & Execution
Manufacturing, industrialisation, supply chain and operational execution — including building new industrial capability from the ground up.
05 / TRANSFORMATION
Business Transformation
Turnarounds, integration, organisational redesign and cross-functional transformation across businesses and geographies.
06 / CAREER PROGRESSION
BUILD
Greenfield industrial operation
From localisation strategy and investment approval to industrialisation, organisation build and full factory P&L.
RUN
$70M → $120M
Business growth over three years while improving profitability and strengthening the organisation.
TRANSFORM
Major global business turnaround
Transformation across Offer, Operations and Marketing & Sales, restoring growth despite a double-digit market downturn.
SCALE & SHAPE
Multi-billion-dollar international scope
Market-development and transformation leadership across Europe and the Americas.
07 / INTERNATIONAL EXPERIENCE
EUROPE
From country P&L and industrial operations to European business transformation across different electrification markets.
AMERICAS
Market-development responsibility connecting global priorities with regional and country opportunities across North and Latin America.
INTERNATIONAL
Experience working across matrix organisations where outcomes depend on aligning markets, portfolios, functions and execution capabilities rather than relying purely on hierarchy.
08 / LEADERSHIP EVOLUTION
01
ENGINEERING & PRODUCTS
Understanding customer requirements and engineered solutions.
02
PORTFOLIO
Connecting market opportunity with differentiated offer.
03
OPERATIONS
Building the capabilities required to deliver.
04
P&L & BUSINESS UNIT LEADERSHIP
Taking responsibility for P&L and performance.
05
TRANSFORMATION
Connecting strategy, organisation and execution.
06
INTERNATIONAL & MULTI-COUNTRY LEADERSHIP
Leading across markets, regions and organisational boundaries.
07
END-TO-END BUSINESS LEADERSHIP
Bringing those perspectives together around one business agenda.