Robert Ritchie MBA

Ein einzigartig effektiver Vorgehen um Organisationen zu helfen, ein ISO/IEC 27001-Zertifikat zu erhalten, unter Verwendung von der standardisierten Cloud-Lösungen. Wir führen Sie durch die Implementierung Ihres ISMS, damit Sie Ihr Ziel sicher erreichen.

Informationssicherheit, Risiko Assessments Review, ISO27001

• Verwaltung des Applikationsportfolios • Sicherstellung der fristgerechten Durchführung aller notwendigen IT Governance Aufgaben • Qualitätssicherung von durchgeführten Risiko-Assessments • Design und Implementierung eines Management Information Reporting

• Produktentwicklung und Vertrieb von ISMS-Dienstleistungen • Zielgruppenanalyse • Definition der Vertriebsprozesse und Anforderungen an das CRM • Umsetzung von Vertriebsmaßnahmen • Linkedin-Online Marketing

Ich helfe Unternehmen bei der Beschaffung von Werkzeugen und Methoden zur Feinabstimmung, Verbesserung, Kontrolle und Nachverfolgung ihrer Tätigkeiten. Ich helfe bei der Analyse und ziehen Rückschlüsse auf ihre kommerziellen Aktivitäten und können helfen, neue Dienstleistungsprodukte und -ansätze zu entwickeln, um Wettbewerbsfähigkeit, Umsatz und Gewinn zu steigern. Ich kann helfen, eine innovative, kreative und vielfältige Kultur zu installieren, die zu einem Wettbewerbsvorteil führt.

• Change management / Operations re-engineering (service and sales) • Sales solution development Results: • Project led the “Grand Opening” of the Technology Centre in Hungary • Established Training Academy Hungary • Performed business process reengineering of Mazak Service Poland & Sales Admin. function CZ • Developed a "Turn-Key Total Solution" provider approach • Radical reduction in service incident solution times (50%: 75 days to 32) • Developed / rolled out a skills competition (TeamUp)

Tasks & Responsibilities: • Managed dual brand international warranty / auditing function: 8 direct reports in 2 locations (Gothenburg and Lyon) Results: • Installed common retail network audit activity • Created a combined set of global warranty conditions and frameworks • Implemented key performance indicators (KPIs) • Created one culture and behaviour and one direction for both teams

Tasks & Responsibilities: • Created a common agreed-upon business direction • Built a value-chain for service contracts (1,5 B€) across AB Volvo group (Volvo Trucks, Volvo Buses, Volvo Penta, Renault Trucks, UD Trucks) in Europe, NA, SA and Asia. Results: • Led international teams across different business units to reach corporate objectives • Created processes and then built and implemented a 7,5 M€ business administration system for “service contract risk management” on SAP platform

Tasks & Responsibilities: • To create and implement a model for future strategic resource requirements within Volvo Global Manufacturing • Mapped out organization models visualizing the organisation and its major components Results: • Implemented Global Competence Model within 9 months

Tasks & Responsibilities: • Conducted reviews and audits on all "high commercial risk" areas • Established interfaces between SOX regulatory compliance and the commercial operations Results: • Developed policies and procedures to ensure regulatory compliance by commercial operations to secure management of risk in rental operations, service contracts and the operating lease buy-back portfolio • Built operating models to describe and document operating models for each business area

Tasks & Responsibilities: • Deliver a profitable used truck operation • 13 used truck managers, 125 sales people in 13 countries, 8 direct reports Results: • Led business unit revolution from operating loss of -90 M€ in 2001 to profit of 34 M€ in 2006, with annual turnover of 300 M€ based on sales of 10.000 truck units.

Situation: Volvo Truck were inefficient, too many resources with no common processes across Europe. AB Volvo demanded a restructuring. Tasks & Responsibilities: • To deliver a 20% reduction in distribution costs • To deliver a business restructuring of European organization Results: • Restructured whole of Volvo trucks in Europe, achieved goal of cutting annual distribution costs by 20%, or 25 M€, within project scope and timeline.