As part of a spin-off, three other shareholders and I grew the company to around 420 employees. I managed sales, marketing, operations, and IT. Over the last five years, the company shifted from an R&D-driven firm to an automotive Tier 1 supplier. I also took on responsibility for Business Process Management (BPM). Finally, I led M&A activities to find investors and oversaw the post-acquisition integration (PMI).
- Built an international distributor network (USA, Japan, South Korea, China)
- Launched the world's first industrially produced LiDAR sensor for automotive applications
- Introduced and implemented a CRM system
- Strategic product positioning and development and launch of sub-brands to diversify product lines and focus market and product communication
- Negotiation of automotive series contracts
- Managed and built the 'Global Operations' division focusing on sales, ERP, procurement, supply chain, customs, and export control
- Founded and led a subsidiary in the USA to expand North American sales (Chairman of the Board of Directors)
- Built the IT department up to 30 employees
- Introduced and set up DevOps structures and a build toolchain
- Digitized all company processes, among others using Atlassian tools
- Designed and launched a Software as a Service (SaaS) business model with a cloud-based licensing model and integrated customer portal – in-house development of the database, web interface, C++ libraries for product integration, and SAP interfaces
- Introduced and implemented EDI interfaces in the supply chain
- Introduced and built a team for the newly created 'Corporate Business Process Management' department (Legal & Compliance, Risk Management, Finance & Accounting, Controlling)
- Introduced a goal-setting process in a new-work environment and implemented OKRs (Objects and Key Results) to define goals at team and employee levels