HEFE.Consulting, since May 2022 

Huber - Experience for Enterprises
Business Consulting / Interim Management

Strategy Development & Implementation, Sales Excellence, Technology Management, Digitalization/Industry 4.0, Change Management

Mandates:

- Interim Managing Director Technical Remit - badenovaNETZE GmbH, energy distribution network operator

- Interim Head of Technology – Metall + Plastic GmbH (Optima Pharma), Plant engineering, pharmaceutical Industry

- Managing Director ad interim for Kurth Electronic GmbH (Metrawatt International), Measurement- and Test-Products, Telecommunications

William Prym Holding GmbH, Feb 2021 – Apr 2022

Founded in 1530, Prym is one of the oldest family owned industrial companies in Germany. On top of the enterprise is the Wililam Prym holding 
(380 million euros in sales, 3,200 employees) and below are four independent divisions acting in different markets.
Inovan is Prym's industrial division and stands for technical consulting, development and cost-effective production of complex electromechanical contact parts
and components, materials and mechanical fasteners for the automotive, information, communication and electrical industries.

Head of Division Inovan, Member of the Executive Board Prym Group

• Operational and strategic management of Inovan (150 million euros in sales, 700 employees) in accordance with the agreed key figures.
• Realignment of the company, in particular:
  • Analysis and adaptation of the existing strategy and consistent implementation of the actions.
  • Adapt the portfolio to the requirements of global markets.
  • Full operation of the site in Zliv/Czech Republic.
• Taking charge of Inovan after a difficult restructuring. Despite locations in Germany, the Czech Republic, Mexico, and China, Inovan was very dependent on one location in Germany. Significant improvement in collaboration through the introduction of a new global organization with global responsibilities.
• Implementing a change management process with external support significantly increased customer satisfaction.
• Through the direct management of the global sales organization with a personal focus on the sales process (e.g. through the selection of SAP Customer Experience CRM) and key accounts, new customers in the automotive and non-automotive sector could be won.

Schuler Group, Sept 2017 – Feb 2021

Schuler offers customized high technology in all areas of forming – from the networked press to press-shop planning. In addition to presses, our products include automation and software solutions, dies, process knowledge and service for the entire metalworking industry.

Schuler has about 1.1 bn Euro revenue and 6 200 employees at production sites in Europe, China and Americas, as well as service companies in more than 40 countries. The company is part of the Austrian ANDRITZ Group.

Head of Division Hydraulic, Managing Director of Schuler Pressen GmbH

• Managing Director of Schuler Pressen GmbH (app. 660 Mio. Euro in sales, 2850 employees); Head of global Division Hydraulic (Locations: Brazil, USA, Germany, China); 150 Mio. Euro in sales, app. 500 employees in total 
• The division was active in the construction of hydraulic presses/systems for OEM (automotive industry) and non-OEM industries (e.g. railway, waste water, and installation).
• Introduction of a strict project management and improved project management processes brought the turnaround in project execution and enabled large projects in Turkey and Kazakhstan to be carried out successfully.
• The direct management of the global sales organization with a personal focus on key accounts led to new markets in the non-OEM area and to other major projects (e.g., in Russia).
• With clear regional responsibilities (local for local), e.g. in China and the USA, sales in these countries and customer satisfaction increased significantly.
• The presses became more competitive thanks to a 40% reduction in product costs - particularly in the price-sensitive segment.
• The hydroforming press shop in the USA very successfully served the niche of hydroforming parts, e.g. for electro mobility.
• The Industry 4.0 applications "Process Monitoring System", "Track & Trace", and "Visual Die Protection" were developed and piloted together with the central development organization. "Deep learning" was applied to railway wheel production.
• Unfortunately, due to the automotive crisis and the Covid-19 pandemic, the division's incoming orders and sales collapsed too much in 2019/20 that we decided to close the division and the site. I did this very successfully until I left. Among other things, we were able to retain the key people via a so-called list of names and integrated them into another division.

Viessmann, Division Industrial Systems, Allendorf (Eder), Oct 2016 – Aug 2017

The Viessmann Group is one of the leading international manufacturers of heating, industrial and refrigeration systems. Founded in 1917, the family business maintains a staff of approximately 11,600 employees and generates 2.2 billion Euro in annual group turnover.

Viessmann Industrial Systems offer complete system solutions for an economic supply of steam up to 120 t/h, heat up to 120 MW, cooling up to 2 MW and power up to 50 MW

Chief Sales and Service Officer (CSO), Company President of Viessmann Industrial Service GmbH

• Optimizing sales and service processes, e.g. by introducing the Salesforce sales tool and SAP CS/Neo Mobile for after-sales service. Introduction of a structured sales organization with the aim of significantly increasing sales of EUR 160 million with 270 employees.
• Restructuring of the biggest loss makers (Switzerland and Germany).

Consultant for Globalisation and Digitalization, Mar 2016 – Sep 2016

Interim Management

• Project Global Sourcing at SAMSON AG: Set up a global network for Sourcing & Purchasing as well as production for 15 manufacturing sites; concept development and piloting Supply Chain 4.0
• Lecturer for Automation Systems (Control Systems, Manufacturing Execution Systems, Production Planning Systems, Industry 4.0) at University of Applied Sciences Offenburg

ABB, Mannheim, Apr 2001 – Mar 2016

With the two core areas Energy and Automation Technology, ABB enables its energy and industry customers to improve performance and reduce environmental impact. ABB AG is a 100% subsidiary of ABB Ltd., Zurich, Switzerland. The group is active worldwide and employs ~ 145,000 people in 100 countries.

BU Manager / Regional Division Head / Technology Manager / Service Manager, 
President of ABB Automation GmbH, Vice President of ABB Automation Products GmbH           

• Profit and loss responsibility for the life-cycle service business of the Power Generation business unit ($250 million in 30 countries with 765 employees), ABB's global control systems business ($630 million in sales, 1,800 employees) up to the process automation business in the Central Europe region ($1.8 billion sales, 4,000 employees).
• Alignment of the sales organization and key account management in the direction of stronger customer orientation. With cross-divisional sales initiatives, incoming orders in Germany increased by 17%. At the same time, additional order intake of $144 million was achieved through the definition and implementation of growth initiatives within Central Europe.
• With the turnaround of the three measurement technology production sites in Germany, the profitability margin could be increased into the two-digit range.
• Acquisition and integration of Lorentzen & Wettre into ABB Automation GmbH and the sale and separation of ABB Full Service GmbH in a socially responsible manner.
• Definition and piloting of Industry 4.0 for the process industry in cooperation with competitors and customers such as BASF and Bayer achieved initial successes in the "Internet of Things" area. 
• Technology management, product management and agile development of control systems for the process industry and power plants.
• Restructuring of the global R&D organization resulted in a 25% cost reduction including establishment of research and development in India and China and introduction of the agile software development process (SCRUM). The transfer of control system production to growth markets (Singapore/China) completed the globalization of ABB's control technology business.
• The profitability of the power plant service business was significantly increased by installing dedicated service managers for a global installed base of more than 4,000 power plants
• Served as Supervisory Board member of:
  • ABB Stotz-Kontakt GmbH
  • ZVEI (German Electrical & Electronics Manufacturers Association)
  • Fieldbus organizations (FDI Cooperation LLC, FDT Group)
  • Industry 4.0 (Platform, ZVEI Steering Committee)

GE Harris Harmon Railway Technology, Bad-Dürkheim, Jan 2000 – Mar 2001

GE Harris Harmon railway technology, a subsidiary of General Electric Co., USA, provides products and services for monitoring and control of rolling stock. 2,500 employees at 
20 locations in the United States and Europe.

Director Marketing and Business Development

• Growth in orders for North American products and systems in Europe, Middle East and Africa through new customer acquisition

DaimlerChrysler Rail Systems (Adtranz, now Alstom), Mannheim, Jun 1995 – Jan 2000

Producer of rail vehicles & components. Involved in the construction of the ICE high-speed train.

Head of Sales & Marketing / Product Management                                                                      

• Led internal & external sales worldwide of train control system
• International R&D and product management coordination for the development and standardization of train control systems.

Asea Brown Boveri AG (ABB), Corporate Research, Heidelberg, Sep 1987 – May 1995

Project Manager / Development Engineer

• Managed various international research projects
• International experience by means of working and living abroad in Sweden

Education

Degree in General Management (Diploma)
Business School St. Gallen, Switzerland, 2003 – 2004

Degree in Electrical Engineering (Dipl.-Ing. Elektrotechnik)
University Hagen, 1988 – 1994

Degree in Information Technology (Dipl.-Ing. (FH))
University of Applied Sciences Offenburg, 1983 – 1987

University Entrance Qualification (Abitur)
Technical High School in Offenburg, 1980 – 1983

Languages

German: mother tongue
English: fluent
French: basic