01 / EXPERIENCE
Over more than two decades in the electrification industry, my career has developed across engineering, product and portfolio management, industrial operations, P&L responsibility, international market leadership and business transformation.
This breadth has shaped how I approach general management today: connecting customer and market opportunity with portfolio choices, organisational capabilities and the execution required to deliver.
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 →
End-to-End Business Leadership & Transformation
Developing and transforming an international business serving complex customer and project environments — connecting growth, offer and portfolio development, engineering, operations and end-to-end execution.
ABB
2007 — 2024
Business, Operations & International Market 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 →
Vice President, Project Business (Group)
My current mandate focuses on developing Hager’s Project Business as an integrated end-to-end business platform — connecting market growth with offer and portfolio development, engineering, operations, supply chain and the capabilities required to deliver complex customer projects.
The scope spans strategy, operating model and business performance across Group functions and Market Areas, building stronger alignment between customer opportunity, portfolio choices and execution capabilities. The mandate developed from global Project Business sales leadership into broader cross-functional business responsibility.
01
Market & Business Development
Developing markets, customer ecosystems and scalable commercial models across complex international B2B environments.
02
Offer & Portfolio
Connecting market requirements with portfolio priorities, differentiated customer value and the capabilities behind the offer.
03
End-to-End Execution
Strengthening the connection between customer commitments and execution across engineering, supply chain, sourcing, manufacturing and quality.
04
Business Transformation
Building governance, accountabilities and cross-functional ways of working around a common business agenda.
04 / ABB / 2007 — 2024
My 17 years at ABB developed through a succession of increasingly broad roles across the electrification business — from product and portfolio management to industrial operations, P&L ownership, business leadership and ultimately international responsibility across Europe and the Americas.
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
Taking full 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
From customer need to differentiated offer
Product management, portfolio choices, positioning and the connection between market requirements and differentiated customer value.
03 / BUSINESS OWNERSHIP
P&L & performance
Business growth, profitability, investment priorities, resource allocation and organisational performance.
04 / OPERATIONS
From strategy to operating reality
Manufacturing, industrialisation, supply chain and operational execution — including building new industrial capability from the ground up.
05 / TRANSFORMATION
Building businesses that can adapt and scale
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
BUSINESS OWNERSHIP
Taking responsibility for P&L and performance.
05
TRANSFORMATION
Connecting strategy, organisation and execution.
06
INTERNATIONAL LEADERSHIP
Leading across markets, regions and organisational boundaries.
07
END-TO-END BUSINESS LEADERSHIP
Bringing those perspectives together around one business agenda.