Dr. Holger Wirtz

As member of the Executive Board, responsible for TOI TOI & DIXI's Operations, including production, procurement, R&D, process improvement and HS&E. Implementing, jointly with the Executive Management Team and the Private Equity Investor, an ambitious transformation program addressing commercial levers such as pricing and upselling as well as operational levers including service efficiency, production cost, and purchasing.

Worked closely with the Executive Management Team and the Private Equity Investor to implement and augment a holistic, ambitious improvement program after the carve-out from GE. Speficifcally led the cost side of INNIO’s transformation including procurement, quality, engineering, organization, and production.

Led ISI’s transformation team (the “H2O Project Office”), reporting directly into the CEO. Conceived and implemented, jointly with the line organization and in close collaboration with the Executive Management Team as well as the Private Equity Investor, a holistic transformation program (the “H2O Strategy”) with high impact on ISI's performance both on the revenue and cost side.

Founded the startup company "Bierzuliebe" for producing and selling customized beer. Within 7 days, Bierzuliebe produces and delivers premium beer in small volumes created by our customers on www.bierzuliebe.de.

Heading up Grohe’s German faucet manufacturing plant Hemer while continuing as Vice President R&D and CTO. Production processes in the plant include casting, machining, grinding, polishing, electroplating and assembly. Responsible for a) delivering series and new products on time and to the required quality and cost levels and b) fulfilling budget targets for output, plant cost, capital expenditure and product cost reductions. Managing an output of >EUR 100 million/year with a staff of >500 employees.

Managing Grohe's product and manufacturing technology portfolio from conception until production in the plants, including a) the creation, evaluation and prioritization of Grohe's potential products and technologies, resulting in an innovation road map consistent with the company strategy and innovation budget, and b) the development and implementation of Grohe's new product and production technology projects until successful launch. Line of responsibility incl. staff of >100 p. and a budget of +30m EUR.

Responsible for Grohe's product portfolio from conception until start of production in the plants in addition to the position previously held. Included a) the creation, evaluation and prioritization of Grohe's potential product portfolio, resulting in a product road map consistent with the company strategy and innovation budget, and b) the implementation of Grohe's new product projects until product launch.

As a close advisor to the Board, focused on a) delivery of Grohe's performance improvement program and b) creation and execution of the company's strategic projects. Built an internal consulting team to manage a transformation program encompassing 25 projects to improve cash, generate growth, increase margin and productivity and streamline overhead.

Planned and managed projects and transformation/restructuring programs for senior executives of companies in the automotive, basic materials, energy and telecom industry. Led large cross-functional client and consultant teams to identify and rapidly capture performance improvement opportunities in the areas product development, purchasing, production and service operations; resolved critical strategic and organizational issues as a close advisor to top management. Consulted in Europe, the US, South America.

Led a team of 9 researchers at this institute of the Fraunhofer-Gesellschaft, the leading European organization for applied research (over 50 institutes worldwide, budget of over US$ 2 billion/year).

Product development, production engineering