Gilles Pelzer

Full P&L responsibility for 3 legal entities , achieving 48% revenue growth (10% CAGR) and 70% PBIT growth (14% CAGR) over 4 years. Focused on offering flexibility, development opportunities and a culture of trust, resulting in A-talent hires, improved retention and unprecedented 87% engagement score (vs. industrial average of 70%). Created a strategic vision and assured alignment and organizational focus on “critical few” projects using 80/20 methodology, Goal Deployment and best-in-class “goals fair”.

Hired, led and coached a team of 11 for Finance, HR, IT and Customer Support, resulting in company-leading engagement. Introduced standard costs and revenue & margin analytics. Put in place metrics and drove accountability for on-time delivery, net sourcing savings, price realization. Directed implementation of 80/20 with analysis of quads & quartiles and zero-up P&Ls every 6 months. Streamlined US-GAAP monthly close process, drove faster reconciliation to HGB/UGB and improved forecast accuracy.

Directed a company reorganization involving a 50% reduction in force in less than 7 weeks (vs. average of 6 months) for entire negotiations with the Works Council. Swift resolution saved several months of payroll and remained within budget constraints. Performed strategic analysis of the company in its post-reorganization state and developed a targeted growth plan to achieve profitability within 18 months. Restored motivation, re-built the Sales department and personally supported expanded sales efforts.

Integrated proveo with the other Zebra Technologies acquisitions, providing local leadership and an interface for Finance, Sales Operations, Legal, HR, IT and Operations. Integrated financial reporting into the rest of Zebra, changing to US GAAP accounting for reporting while preserving HGB setup for statutory requirements. Resolved consolidation issues for 3 international subsidiaries and set up the ERP to support new cost centers, comparison of actual vs. budget, project controlling and POC rev rec.

Hired, trained and motivated a new Finance team of 5. Designed and implemented processes and controls in Finance and Operations to achieve Sarbanes-Oxley compliance in under 9 months. Implemented revenue recognition process (Percentage Of Completion) for multiple element arrangements incl. hardware, software, professional services and maintenance & support, linking process to improved project controlling. Reduced receivables over 120 days from $2.1 million to $900,000 by establishing collections process.

Directed and supported the operations of the Production, Quality Assurance, Purchasing, HR and IT departments. Implemented a new MRP system, enabling increased customization of our build-to-order product while reducing stock-outs and inventory levels. Designed and implemented production and inventory control systems. Established a standardized collaborative process between Product Development, Purchasing, QC, Production and key vendors, resulting in the fastest release of new products to date.

Secured the availability of funds as the company grew from $10 to $21 million in annual revenue. Managed AR to shorten the cash collection cycle and AP to create preferential relationships with key suppliers. Negotiated preferential terms with vendors. Selected and implemented an ERP software. Established company-wide budgeting and planning processes. Developed metrics to assess each department’s performance. Led and developed the HR function of the business, incl. compensation and benefits.

Managed financial planning, organization, logistics, media and public authorities relations and set up the financing for an international mountain bike festival.