Markus Weissenberger

Preparation of a medium-sized clothing and equipment company for takeover by the private equity company and subsequent planned scaling of the business model

Transformation of the entire company (strategy, processes, methods, tools, structural and operational organization) to increase efficiency

Development of a sustainable growth concept with regard to countries, customers, products and initiation of measures to exploit this potential

Analysis and optimization of the personnel structure

Preparation of a revised scenario-based planning calculation for the associated company with regard to the planned acquisition

Execution of the transformation roadmap

Decision to cancel the transaction by the private equity company based on findings from the project work and the revised financial planning

Reported to CEO Hauni Maschinenbau GmbH (Business Area of Koerber AG)

Managed 7 direct reports in Germany and China and 65 employees in total

Revenue responsibility of €80 million per year

Accountable for sales, after sales/services, engineering design, program planning, project management, procurement, technical services (incl. installation & commissioning), consulting, finance and China market

Led and renegotiated cooperation with Chinese state tobacco monopoly

Drove post-merger integration of expanded business unit with annual turnover of €180 M as member of the steering group

Strategically realigned and restructured the firm as part of the PMI

Developed and implemented new business models

Led technical cooperation with an American partner in the area of sorting machines

Developed a new product segment and products for upcoming market THP

Reengineered claim and risk management

Introduced project controlling for R&D projects

Concluded a multi-year cooperation agreement with the Chinese state monopoly

Established a partnership with a Brazilian partner in the field of tobacco distribution and production

Reported to COO/CTO

Managed 5 disciplinary and 7 functional worldwide with 90 employees in total

Led business-area-wide lean transformation program, introducing and rolling out lean philosophy and methods along the whole value chain

Defined and executed quality management strategy for the business area

Set up and further developed global management systems

Introduced business analytics, supply chain QM and supplier development

Managed type certification and CE conformity, final inspection, continuous product improvement, complaint management and quality management reporting

Contributed to developing digitalization strategy and strategic initiatives in the area of Smart Factory for Koerber AG

Deputy for CTO/COO in Executive Committees of Koerber AG

Designed and facilitated workshops for strategic alignment and restructuring of product management with management board and EVPs

Designed and facilitated workshop series to develop principles for Lean Development

Represented business area in VDMA workgroup “Quality and Management”

Led excellence programs to reduce cost of non-conformity and selected methods for strategy deployment (e.g. BSC)

Restructured quality management organization firm-wide

Reengineered complaint management and led task forces to resolve top-level quality issues and improve performance of critical suppliers

Defined strategy map, core competencies, balanced scorecard and policy deployment for the business area

Reduced throughput time of optimized processes by 30%

Reduced employees in area of responsibility by 30%

Achieved ISO 9001 certification for subsidiaries in Brazil, China, Japan, Malaysia and USA

Reduced cost of non-conformity by up to 80% to benchmark level

Reduced quality issues escalated by customers to the Board by >80%

Integrated all subsidiaries worldwide into complaint management system

Managed up to 5 direct reports with 70 employees and an annual subcontracting budget of €10 million

Operational lead and integration of Customized Engineering (250 internal and 150 external employees) to deliver installation drawings and certified parts and equipment to aircraft section and final assembly

Operational controlling and risk management

Continuous improvement of processes and digital mock-up, structural mechanics and control qualification of cabin equipment

Deputy of domain leader in executive committees operations and quality

Restructured department and set up continuous improvement team

Introduced subcontracting and Business Process Management in Customized Engineering to harmonize and optimize processes

Improved processes at the interface between Airbus and its suppliers

Specified and implemented workflow management system to support supplier management

Reduced overall throughput time in Customized Engineering by 20%

Reduced engineering quality issues by 40%

Reduced headcount and cost of department by 20% while increasing on-time performance from <20% to >90% and quality by up to 50%