Sales & Business Development Manager
ECS Global Wire & Cable
مجموع سنوات الخبرة :28 years, 3 أشهر
Roles and Responsibilities:
o Collaborated with cross-functional teams to create competitive concept proposals.
o Established and managed a regional sales and project partner network.
o Conducted monthly and quarterly sales meetings, providing forecast reports to headquarters.
o Developed effective negotiation strategies by assessing risks and partner/supplier needs.
0 Achieved continuous profitable growth (+12%) in a declining market through internal measures, market penetration concepts, and building a strong regional presence.
o Oversaw business development, sales, budgeting, and forecasting for the Middle East and Africa.
o Positioned the company as a comprehensive solution provider for diverse sectors and secured product qualification at major customers and key accounts.
Top Cable is an international family-owned electric cable manufacturer, supplying globally cables for construction projects, marine, offshore, OEMs and renewable energy plants. Top Cable headquarter and production facilities are located in Spain and are represented by own subsidiaries and partners across the globe. With 600 employees, the company achieves a turnover of around 400 MUSD. Top Cable FZE in Dubai is responsible for Middle East and Africa.
o Responsible for the regional business development and overall sales of Middle East and Africa including, budgeting, forecasting & controlling, supply chain, DSO target and P&L.
o Break-even within few months by streamlining the internal structures and by redefining the countries strategies, enabling an effective and lean serving of the whole value add chain from end-users down to OEMs and system providers.
o Setting up and roll-out of a regional sale- and project-partners network with high In-Country-Values score.
o Developed negotiating strategies and positions by examining risks and potentials as well as estimating partners needs and goals.
o Collaborated with business development, marketing, and product departments on the creation of competitive concept proposals.
o Building up the channel- and account management as well as regional expansions.
o Continuous higher profitable growth (CAGR of +12.5%) in a declining market affected by Covid 19 restrictions by defining specific internal measures, re-adapting novel market penetration concepts, building a regional presence and a strong network to decision makers in MEA, India and Europe.
o Strategic positioning of Top Cable as solution provider for the process- and energy sectors as well as the qualification of products- and solutions at major customers, key-accounts and end-users (e.g. DEWA, SEWA, FEWA, Saudi Aramco and MEWA).
o Setting up monthly and quarterly sales, forecast- and P&L reporting to headquarter.
Gustav Klauke founded the company in Germany in 1879. In 1996, Textron acquired the family business and integrated it into the Greenlee Division. In July 2018, Klauke was sold to Emerson Electric Company and is now part of the Emerson Professional Tools Division. The highly innovative company is an international manufacturer of electrical connectivity products and digitized crimping and cutting tools. Currently, more than 1250 employees develop, produce and distribute the Klauke product range in Europe and Asia as well as through the Greenlee organization in North and South America with an estimated annual turnover of 170 MUSD.
o Reorganization and consolidation of the sales and project partner networks of Klauke, Greenlee and Emerson Tools in the Middle East and Africa region. This resulted in a sales organization with one-face to the customers and adequate supply structures for different types of customers (e.g., EPCs, end-users, day-to-day business, etc.).
o Defining a sales price structure for the Groups various tool brands that is suitable for customers with different types of business and implementing a respective marketing campaign in the region. Positioning the brands in relation to the respective business resulted in higher margins and better supply chain planning, thus reducing costs, and ensuring the DSO target.
o Together with the management, further development of the worldwide project sales structures and related support functions resulting in acquiring and internationally participating in the whole value add chain of global projects via the Group worldwide locations.
o Developed new service offerings based on detailed and documented insights of market and client needs.
o Managed and maintained a structured analysis of target markets, clients, and documentation in the CRM system.
o Provided market intelligence and feedback to global and regional teams on the market, industry, and competitors’ developments
o Establish a core portfolio for EPC projects and coordinate with production sides to ensure secure inventory to gain competitive advantage in the market.
o Regular meetings with R&D teams and product management at headquarters to develop and launch localized products needed by end users, enabling EPCs to see Klauke as a package supplier in large projects.
o Conducting regular workshops with end-users to define the compliance of the new products to be developed with their technical standards and pre-qualify the existing portfolio.
organization with one-face to the customers and adequate supply structures for different
types of customers (e.g., EPCs, end-users, day-to-day business, etc.).
o Defining a sales price structure for the Groups various tool brands that is suitable for
customers with different types of business and implementing a respective marketing
campaign in the region. Positioning the brands in relation to the respective business
resulted in higher margins and better supply chain planning, thus reducing costs, and
ensuring the DSO target.
o Together with the management, further development of the worldwide project sales
structures and related support functions resulting in acquiring and internationally
participating in the whole value add chain of global projects via the Group worldwide
locations.
o Developed new service offerings based on detailed and documented insights of market and
client needs.
o Managed and maintained a structured analysis of target markets, clients, and
documentation in the CRM system.
o Provided market intelligence and feedback to global and regional teams on the market,
industry, and competitors’ developments
o Establish a core portfolio for EPC projects and coordinate with production sides to ensure
secure inventory to gain competitive advantage in the market.
o Regular meetings with R&D teams and product management at headquarters to develop
and launch localized products needed by end users, enabling EPCs to see Klauke as a
package supplier in large projects.
o Conducting regular workshops with end-users to define the compliance of the new products
to be developed with their technical standards and pre-qualify the existing portfolio.
each country and distributor, and rolling it out after approval by the management. This
resulted in a GAGR of +26%.
o Built and maintained relationships with key contacts at potential clients, consulting
companies and partners in order to get access to new opportunities.
o Prospected for potential new clients and turned them into increased avenues of business.
o Establishing a holistic distribution evaluation-, improvement- and reward program, which
was the first in the Group and was presented by the Global Distribution Director to the
Group Board as a flagship project and adopted by the Board across the Group.
o Execution of an extensive pre-qualification and listing program for the Weidmüller product
range with end-users and key customers in the region (e.g., Aramco, SEC, ADNOC, PDO,
etc.), thus enabling and coordinating large EPC-projects for the Group with end-use in MEA.
o Further development of the account management for key accounts (e.g., panel builder and
DCS integrators) and qualifying partners as part of this account management to ensure
localization requirements in EPC projects.
o Classifying customers into clusters with corresponding sales price structures and sales
measures to ensure balance between sales activities, revenue and profitability as well as
enhancing the efficiency (time at customer) of the sales force.
o Introducing the consultative selling and cost-of-ownership sales approach for EPCs and key-
accounts and building up the respective structures at the partner network. This resulted in
higher margins and lowering costs.
o Preparing, negotiating, and concluding purchase agreement with key-accounts and
distributors.
o Representing the Managing Director in internal and external management meetings in his
absence and taking decisions in that regard.
o Regular forecasting and warehouse planning with the Head of Operation to maintain
adequate inventory in own warehouse to ensure both, availability of products to customers
and reduction of DIO.
o Intensive training of the sales team in compliance topics.
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