General Manager
Erne Fittings Middle East Co. Ltd., Al
مجموع سنوات الخبرة :38 years, 11 أشهر
Erne Fittings ME Co. Ltd. is a branch of the world’s leading supplier of butt-weld
fittings. The manufacturing plant in Jubail is to service the Mena market; it
supplies to the Oil & Gas, Petrochemical, Power and Water markets.
- P&L responsible for the production plant and the Sales in the MENA region.
Change motivation: company into receivership.
Oil & Gas and process industry; market research and market
development. I utilize my extensive experience in the industrial markets, ranging
from capital goods (machines, pumps, compressors, heat exchangers, valves) to
flow control devises (control valves, flow and pressure meters) and markets that
range from Life Science industry to Oil & Gas; gas equipment, power generation,
chemical processing and general industry and geographically: Middle-East, Far-
East and EMEA, with focus on the Northern - and Western European markets.
Designer and manufacturer transport cooling and the largest Middle East
Refrigeration contractor.
Turn-over: US $ 100 million
Employees: 850
General manager of Cold stores Group of Saudi Arabia, a group with branches inJeddah,
Dammam, Bahrain and Kuwait, HQ based in Riyadh. The Group has 3 lines of business:
Refrigeration contracting, Transport cooling and Special Products. Responsible for the
branch in Riyadh, (consolidated US $100m, 850 heads) and the production facilities.
- Have successfullyturned around the Riyadh branch: growth 2010 intake
and sales >> 40%, Operating Income > 200%
- Have implemented a Group structure.
- P & Lresponsibilitythe Group.
- Have implemented a S&OP process.
- Implemented lean manufacturing throughout a $25m plant.
- Responsible for finance, HR, purchasing, production, project management.
Change motivation: contract for 3 years.
One of the world's largest manufacturers of pumps, valves, seals and components to the
process industries. Headquartered in the US.
Sales director EMA division of American Concern, based in Germany, with sales and
service companies all over the EMA region: 25 legal entities. Responsible for the End User
sales (Euro 179 million, 550 people) and responsible for EMEA P&L.
- Have successfullyreorganized the Sales and Service organization in the UK
in 2006: from a zero earnings to a highlyprofitable company; revenues
grew in 1 year with 17% earnings increased to Euro 2.6 million (16% net.)
- Were heavilyinvolved in training and coaching programs to upgrade Sales engineers and
sales performance.
- Have planned and executed an acquisition in the UK; a pump, seal and valve
service company.
- Have successfullybrought the French countryorganization to a break even
point in 2007, after losses in 2006 amounting to Euro0.5 million.
- Planned and executed a new companyset up in Norway, Finland and
Sweden, Dubai and Egypt.
- Implemented a new business system (Oracle) in several countryorganizations.
- I have managed multiple regional production sites (Tarragona, Essen,
Manchester) for precision parts.
- I have done a greenbelt project to improve cycle time and on time delivery from
60% to >> 95%, while reducing lead times by 50%.
- Responsible for OEM and End-user sales.
- Have been responsible for the EMEA Performance based Life Cycle
contracts (54) with Shell, Exxon, Sasol and others.
- Overall yearlysales increase 8 to 12%.
Change motivation: Flowserve merged 2 divisions to one in 2009, that made a layer of
managers redundant.
Alkmaar, The Netherlands.
Designer and supplier of components to the flat screen television industry.
Turn-over: Euro 20 million, Employees: 120
Managing director (interim basis) of a Holding with 4 companies in the Netherlands and
abroad (Turkey). The companyis active in the worldwide market for consumer electronics
(television and audio). P&L responsibility, 100 to 130 employees. Special attention had the
areas of:
- Improving the financial position of the holding.
- Cost savings on production and overheads; and outsourcing of production.
- Sales and sales management.
Mybrief was to adapt the companyto a fast changing environment:
- Moved the production from The Netherlands to Turkey, saving with this Euro 10, -
/head/hour of a production force of over 100 heads.
- Divested two loss making companies of the group and established a Chinese legal entity
with the purpose of saving on resources and material components.
Change motivation: interim contract, initially6 months, extended to 1 year.
Al Suwaidi is a leading contractor providing Maintenance Services, Industrial
Support Services and Fabrication Services to the Oil & Gas, Petrochemical, Metal
and Mineral, Power and Water and other heavy industrial plant facilities in the
Kingdom of Saudi Arabia.
Responsible for the Oil & Gas business, pumps and valves, oil and gas well and
injection skids and systems.
- P& L responsible for two of the group companies, Al Suwaidi Heavy
Industries and Al Suwaidi Trading and Development.
- Responsible for the revenue growth plan. An international consultancy
company has planned and was executing a supply chain program that brought
together suppliers and customers. The growth plan is to bring the companies
from SAR 200 million to SAR 1billion in 5 years. Finalized the first phase.
- Organizational development
- Merging 2 group companies.
Change motivation: contract for 13 months.
GEA Group, headquartered in Bochum, Germany, is a globallysuccessful technology
group with operating companies in around 50 countries
General Manager and member of the board of directors of Grasso’s Chinese joint venture
that manufactures and assembles capital goods in Shanghai. Report directlyto the board of
directors in the Netherlands.
- Accountability for profit, loss, and management for all departments responsible
for complete fulfillment of customer orders, including: Production, Engineering,
Quality, Planning and Scheduling, Purchasing, Machine Shop, Warehousing, and
Customer Service.
- Started from scratch in 1997 and developed the companyinto a profitable business with a
turnover of Euro 15 million and about 100 people.
- Have successfullymerged two companies: a WhollyForeign Owned
- Companymerged with a Joint Venture, which resulted in a remarkable cost reduction
(up to 25 %) and a joint andstrengthen sales force.
- Build up the sales organization in two years of about 12 sales managers and a flexible
network of agents and distributors in all economic strategic areas of China.
- Have set up a CIP system to improve manufacturing and cycle time.
- Managed a commerciallysuccessful and controlled technologytransfer van High-
Far East
Stork delivers process systems, components and services world wide.
Far East Area Manager for the Stork Food and Packaging division, a capital goods business
for the processing and packaging industry. Yearlyturn over between Euro 10
million to 15 million Euro in the Far East.
- Increase of annual turnover 10 to 15 %.
- Started the sale of existing products in emerging markets and managed a very
renowned name in the market of the companyin several years.
- Bymaking smart budgets and quotations and sharp negotiating sometimes 50 %
margins were achievable.
- Responsible for the sales and margins in the Far East, with emphasis on China
as the largest potential market for growth.
- Manager of the sales and the sales support team; 4 people.
- Successfullyintroduced products byorganizing seminars and road shows, I
including Television reporting of Chinese television broadcasting stations.
- Managed a lobbyin the Dutch and European development organizations.
- Have built up a sales network of agents and distributors for specific products in
- China and other Far- Eastern countries.
- Sold for Stork the biggest meat processing plant in Korea in 1994, delivered and
commissioned in 1996. (Korea Cold Storage)
- Received in 1994 the sales award of best salesman of Stork in China.
Manufacturer of electromechanical products.
Turn-over: Euro 25 million
Employees: 80
Export Manager for electromechanical products, which were sold worldwide. Next to the
Western-European markets, the most important were the Middle East and the United States.
Built up a network of ‘Reps’ in the United States in over 25 states. Have done a market
investigation, adjusted the product to market demand introduced and managed a successful
introduction worldwide. In less than one year, product sales overran the maximum
production capacityof the plant in Holland.
Electrical contracting company.
Turn-over: Euro 14 million; Employees: 100
Accountable for engineering, purchasing, warehousing, scheduling, planning and customer.
Streamlined the financial reporting of projects and purchasing. Improved efficiencies
through the implementation of standardized work. Prepared and reported
operational results to senior management providing enhanced decision-making.
projects designed for:
-Westinghouse, Amsterdam: electrical installations for the Coen tunnel near Amsterdam,
specialty: fail-safe system.
- Croon Industrie, Rotterdam: AVR, Incinerator, 6 units, all electrical installations and
instrumentation, including middle tension transformers and control. Engineering and
purchasing.
- Croon Industrie, Aluchem, Rotterdam, electrical installations, engineering and purchasing.
- Croon Industrie, Shell, Rotterdam, revision works. Engineering.
-American Airfilter, Amsterdam, project purchaser for a Euro 50m project in the US.
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