Operations. Supply Chain. Business Transformation.
25+ years of international experience turning strategy into operational and financial results across FMCG, Retail and Manufacturing.
I am an executive with more than 25 years of international experience in operations management, supply chain and business transformation.
I have worked at COO, Operations Director and Supply Chain Director level, leading manufacturing, procurement, logistics, planning, sales & operations alignment and transformation programs.
My core focus is situations where the strategy is already defined, but the company needs to turn it into a working operating system and a measurable business result.
I have worked across different businesses and countries — from FMCG and Retail to Manufacturing — leading both individual functions and end-to-end operating systems and transformations.
Not a list of titles — the mission each organization asked me to deliver.
Danone Saudi Arabia · Danone China · Danone CIS · other international operations roles — progressive responsibility across operations, supply chain, manufacturing and business performance.
Turning strategic choices into an operating model capable of delivering results.
Designing end-to-end operating systems across planning, procurement, manufacturing, logistics and customer service.
Changing processes, decision rights, capabilities, organization and management systems — not just implementing projects.
Creating a management mechanism that connects demand, supply, finance, scenarios and executive decisions.
Connecting operational decisions with revenue, margin, working capital and cash.
Building teams, capabilities and management systems that can operate without permanent executive intervention.
Leading businesses and operating systems through growth, transformation and complexity.
Working with owners, boards and senior executives on strategic choices, operating models and transformation.
Teaching executives how companies actually turn strategy into execution.
Strategy is only the beginning.
I believe that the gap between strategy and results is rarely caused by strategy alone.
It is often created by the way an organization makes decisions, allocates resources, designs processes and manages execution. My work is focused on closing that gap.
Team University & Kozminski University
I teach executives to look at the company not as a collection of functions, but as an integrated operating system — from strategy and decision-making to execution and financial results.
Running · Culture · Sketching · Sustainability
