Daniel Korba

• Full P&L responsibility for two manufacturing companies within the Dimplex Group, generating 120M PLN in annual revenue and employing approximately 300 people. • Led organizational transformation across both companies, improving productivity by 45% while reducing headcount by 23%. • Improved profitability through cost optimization, inventory reduction, working capital improvement and operational excellence initiatives. • Implemented KPI-driven performance management and strengthened accountability across

• Appointed CEO following the acquisition of the company by a new shareholder, with responsibility for ensuring business continuity and long-term organizational development. • Full P&L responsibility for a manufacturing company generating approximately 45M PLN in annual revenue and employing around 100 people. • Improved operating profit by more than 2.3M PLN and increased operating margin from 1.4% to over 6%. • Released 2.5M PLN in working capital by reducing inventory levels from 15M PLN to 12.5M PLN and

• Appointed to the Management Board based on strong operational performance, successful organizational transformation initiatives and a results-driven leadership approach. • Shared responsibility for the strategic and operational management of a manufacturing company generating over 39M PLN in annual revenue with nearly 100% export sales. • Managed key business performance indicators including EBIT, operating margin, OPEX, CAPEX, ROI, inventory levels and working capital. • Co-led a EUR 600k investment proj

• Hired to lead the operational transformation of a manufacturing company and improve overall business performance. • Led a major organizational restructuring, reducing headcount from 135 to 99 employees while increasing order volume by 29%. • Improved OTIF from 68% to 98%, reduced inventory levels by 50%, and lowered OPEX by 20%. • Increased OEE from 38% to 70% and improved product quality from 45% to 98% through Lean Manufacturing, KPI management and process standardization. • Led the transition from a Pu

• Responsible for production operations, production planning and maintenance in a manufacturing plant producing specialized industrial packaging for industrial and automotive customers. • Led a team of 80 production employees, 3 shift supervisors and the maintenance department, ensuring operational stability, productivity and delivery performance. • Increased plant productivity from 73% to 95% within 3 months through KPI implementation, daily performance management and production plan control. • Reduced cus

• Led a production department in a Tier-2 automotive environment, managing 71 machines, 4 shift supervisors and 50 production employees. • Increased OEE from 45% to 76% and reduced scrap rates from approximately 6% to 2.8% through TPM, 5S, process standardization and performance management. • Managed operational performance across safety, quality, delivery and productivity in accordance with IATF 16949 and ISO 14001 standards. • Implemented KPI-driven continuous improvement practices, including Gemba Walks,