General Manager with strong Sales Marketing background

Available

Serial No: 7874

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Skills keywords: change management, people management, strategy development

Short Bio:

Male, Age 51 with more than 25 years of professional experience as FMCG manager, of which 11 overseas (2 in Israel, 9 in China).
- Launched Nestlé Ice Cream in the Nordic region 1996-1998
- Set the Nestlé Israel Ice Cream sales into system 1998-2000
- Changed the strategy and increased profitability of Nestlé South China Icecream 2000-2006. Revenue quadrupled and Profitability increased 70%
- Grew the Nestlé Hong Kong Ice cream and forced Unilever to leave the market 2006-2008
- Developed the training, motivation and retention program for always having the best talent in my Nestlé organization
- Developed Global Business Plan for launch of PULZ, Super Premium Vodka
- Developed Business Plan for launch of Dupont Lightstone in Greater china region

Current location:  Central Denmark Region, Denmark - View on map

Preferred Sector of Employment:  accounting and finance

Spoken languages: Danish, english, french, german, Norwegian, Swedish

Location I am interested in working: Anywhere

Career history

Title: Project Manager, Strategy- & Business Development

Company: Peoples Aps, Urban Furniture

Duration: Jan 2013 – now

Role: The development and implementation of strategies and plans for growth of Peoples outside the existing customer portfolio

Responsibility: Plan for the effort, identification of potential customers, establish contact, prepare quotation and finalize sale

Achievements: Every HighSchool and Municipality (commune) in Denmark has been contacted and a big part have received quote of which several have placed order. At present an activity focused on Central Handling of Trash in offices is underway and showing promising results

Reason for leaving: I find it hard to see Peoples as viable player in the urban furniture market several years from now, and I want to get back into a growing, financial sound, international focused organization with ambitions to continue growth. Here I believe my skills and experiences from many years as an international manager will be utilized fully.

Title: Owner/General Manager

Company: 2ofUS Marketing

Duration: 2010-2012

Role: Offer assistance to companies who consider establishing business in China

Responsibility:Identify and approach relevant companies to communicate my company’s offer

Achievements:Have been negotiating with businesses within Convenience food, preserved fish, mineral water and Icecream for start up help.

Reason for leaving:

All see the logic in focus away from Denmark/Europe with zero/negative growth towards a market with 9-10% growth, but when it comes to making the final “go-decision” and put pen to paper become hesitant so I decided to again pursue career as employed manager in a strong company with healthy growth and international focus.

Title: Business Development Director

Company: Dupont Lightstone, Newly established, bridge financed entrepeneur

Duration: Jun 2010-Dec 2010

Role: Develop plan for establishing in China while in parallel helping generate contacts in Denmark and Germany

Responsibility:

– Develop plan for launch in the Greater China Region

– Identify and approach relevant companies in Denmark/Germany to communicate DL’s offer

Achievements:

– Plan for China was ready. Two possible agents had shown interest.

– Negotiation about license production with two German concrete manufacturers were started

– Leading Nordic and several German architects showed great interest in the product

Reason for leaving:

The main contributor to the bridge financed company – Danish Institute for Innovation & technology – stopped its engagement and company had to cancel all contracts.

Title: CEO

Company: PULZ Ltd

Duration: Oct 2008-Feb 2009

Role: Manage the global launch of new super Premium Vodka product, PULZ VODKA

Responsibility:Develop a global business plan for the launch of a new product in the premium vodka segment

Achievements:Plan prepared and contact established to major importers/distributors in the HK, US and Nordic markets

Reason for leaving:

Disagreement with COB about need for marketing support when launching new product to this highly competitive market

Title: Business Manager (General Manager)

Company: Nestle Hong Kong Icecream & Chilled Business. Revenue app US$150mio, 800 employees

Duration: 2006-2008

Role: The overall responsible for the company’s continuous development of sustainable profitable growth

Responsibilities:

– Overall responsible of the company

– Long and short term strategic planning

– P/L responsible

– Responsible for the implementation of SAP in 2007

– Line managers all reported to the undersigned

– New Product Development

– Top2Top responsible for key accounts

– Organization development

– The daily execution of agreed plans

Achievements

– In saturated markets we maintained double digit growth figures in revenue as well as we maintained a double digit EBIT %

– 2007 Unilever withdrew from the HK market as results were unsatisfactory

– Nestle maintained the absolute leader position in as well IC as chilled business during my reign

– Set up new system for NPD involving people across functions and involving the Intl. Nestlé application teams

– Smooth implementation of SAP in March 2007 with no business interruptions

– The organization was prepared to do business more independent from HQ during my reign

Reason for leaving:

Changes in top management created a bad work environment resulting in among other things many of my key employees resigning and me spending too much of my time in Beijing HQ . I decided to say yes to an attractive offer from the COB of PULZ Ltd.

Title: Regional Manager (General Manager)

Company: Nestle China Icecream Business South China Region. Companies NDFGL (NESTLE) and GRFL (5RAM) – Revenue app US$75mio, 1000 employees

Duration: 2000-2006

Role: The overall responsible for the company’s continuous development of sustainable profitable growth after refocusing strategies and changing organizational setup.

Responsibilities:

– Overall responsible of the company.

– Refocus strategy and change organization

– Long and short term strategic planning

– The daily execution of agreed plans

– P/L responsible

– New Product development

– Line managers all reported to the undersigned

– Top2Top responsible for key accounts

– Organization development

Achievements :

– In a dynamic, highly competitive and price sensitive market we continuously increased sales and improved profitability.

– The company focus was shifted, sales org changed and during 6 years sales turnover of NESTLE brand quadrupled, 5RAM brand doubled. Profitability increased 70%.

– The Guangdong Provence (capital region in China South Region) was the only place where Yili and Mengniu- the absolute leading Chinese brands – could not gain foothold.

Reason for leaving:

I was offered the responsibility for the “Nestle Flagship”, the Nestle Hong Kong Icecream and Chilled business.

Title: Commercial Manager

Company: Nestle Icecream, Israel

Duration: 1998-2000

Role: The responsibility of the commercial strategies and efforts of a newly acquired Icecream company. Mission: Make the company “do business the Nestle Way”.

– Overall responsible of the company’s commercial strategies and plans.

– Develop strategy and change organizational focus (company was a newly acquired merge of two competing Israeli icecream businesses)

– Long and short term strategic planning

– The daily execution of agreed plans

– P/L responsible

– New Product Development

– Responsible for the production planning

– Sales- and marketing managers reported to the undersigned

– Top2Top responsible og key accounts

Achievements:

– The company continuously improved in performance and did business according to the NESTLE guidelines. After almost two years my overall mission was accomplished and Nestle Glidot (Hebrew for Icecream) bottom line turning black

– A separate division for serving the Food Service segment was implemented and separate product range introduced

– With the assistance of NESTLE Icecream SBU I arranged a yearly combined motivational and strategy developing session involving functional managers from as well sales/marketing as application, production, finance and supply chain.

Reason for leaving

The mission was accomplished and I was offered the position as regional Manager in the China Icecream team.

Title: Nordic Marketing Manager

Company: Nestle Nordic Icecream

Duration: 1996-1998

Role : The responsibility of the commercial strategies and efforts of a newly acquired Icecream company. Mission: Introduce Nestle in the Danish organization and introduce the Nestle Icecream to the Nordic market. Head the process of moving production from Odense, Denmark to Bremen, Germany

– Responsible of the company’s commercial strategies and plans.

– Develop strategy and range for Nordic region and oversee the launch in Norway,Finland and Sweden.

– Long and short term strategic planning

Achievements

– After a successful Danish conversion and finnish launch Nestle acquired a Norwegian company, Drammen’s for a nationwide launch and negotiated with a Swedish Icecream company for possible take-over.

– The Nestle FoodServices division took over the sales of NESTLE Icecream in the professional segment and we trained them and introduced range for the segment

– With the assistance of NESTLE Icecream SBU I arranged a yearly combined motivational and strategy developing session involving functional managers from as well sales/marketing as application, production, finance and supply chain.

Reason for leaving

The good commercial performance in the Nordic area made NESTLE offer me the position as Commercial Manager in Israel.

Title: Marketing Manager

Company: Eventyr/Premier Is

Eventyr/Premier Is was the merger of the markets number 2 and 3 and the only significant challengers to Unilever’s Frisko Sol Is.

Duration: 1991-1996

Role : The responsibility of the commercial strategies and efforts of a merged Icecream company. Mission: Merge the ranges, and organizations of two leading Danish Icecream brands, Eventyr Is and Premier Is.

Prepare the new company for sale to one of the leading global players in the global icecream industry.

– Responsible of the company’s commercial strategies and plans and an internal Marketing and Sales strategy towards the merged sales organizations.

– New Product Development

– Merge the strongest possible range from the two existing ranges and establish communication platform towards as well trade, consumers as own organization

– Oversee a reorganizing of the sales organization

Achievements:

– Merger took place 1994, a “ONE TEAM” spirit in the sales organization was established within first year and Top to Top dialogue with NESTLE began during 1995

Reason for leaving

I actually never left the company but was offered to stay on as marketing responsible when Nestle in 1996 took over the company.

Title: Brand Manager

Company: Albani Breweries

Albani Breweries is among the leading breweries in Denmark, and delivered in the years 1986-1991 the only serious challenge to the leading brands Carlsberg and Tuborg.

Duration: 1986-1991

Role : The responsibility of the commercial strategies and efforts for the company’s domestic sale of beer products.

– Responsible of the company’s commercial strategies and plans and the selling in of campaigns and new products to the sales organization.

Achievements:

– During my time with the brewery we launched the California Cooler to the Danish market as we also introduced a new Christmas Brew, and a new Pilsner brand produced after “classical “ principles, “ORIGINAL ALBANI”.

Reason for leaving

– I was offered the position as Marketing Manager in the Albani owned icecream company Eventyr Is,