Gerald Steinhoff

• Customer acquisition and market development aiming for long-term revenue, profit and cash flow • Build a sustainable and long-term relationship with Senior Executives of top priority customers • Define and develop a regional sales strategy • Guarantee sales force effectiveness and develop an efficient regional sales organization • Drive best practice sharing and implementation in line with group sales standards Leading 60 employees / 8 directs Reporting to the LHT Chairman of the Executive Board

Reorganize the global LHT sales and marketing organization Reorganize the LHT cooperation management with LH group airlines Establish a regional sales steering concept Improve methods for people excellence in sales Optimize customer insights and business intelligence for increased market understanding Implement product management as proactive support of sales Main achievement: Successful project finalization: Achieve decision on new world wide sales organization, roles and processes

• Commercial management of the product division including six subsidiaries (USA, China, Russia, India, Germany) with € 1.2bn revenues, 2,200 employees • Business development: Strategy, product development, capability build up for subsidiaries, product cost calculation, aircraft lifecycle management • Manage large projects for process improvements • Support and development of product specific IT applications • Member of the supervisory board of Aeroxchange, Ltd., Irving, TX, USA

• Management of the operating result of Lufthansa Technik AG (€ 300 bn) • Month and year end closing (IFRIS) • Reconciliation of financials with auditors • Coordination of annual budget process • Management of commercial processes with government authorities • Member of the supervisory board of Lufthansa Technik Milan • Member of the supervisory board of Lufthansa Technik Intercoat, Kaltenkirchen Leading 26 employees / 4 teams / 2 directs

• Responsible for finance, controlling, IT, purchasing, logistics Leading 20 employees / 3 teams Reporting to the CEO MTU Aero Engines North America Inc. Main achievements: - Turnaround management: EBITDA 2004: -10%; EBITDA 2007: +7% - Strategic reorientation of the business model - Optimized indirect cost structures - Reorganized key processes: Sales, production engineering, production - Optimized the working capital management - Improved management tools - Implemented gainsharing