Johannes Schulze Vohren

Guiding companies in strategic tactics to accelerate revenue and market share growth, identifying technical integration/digitization, and organizational alignment opportunities, implementing operational improvements, and guiding culture changes by empowering people and identifying performance improvement opportunities.

Directed a series of strategic digitization initiatives leveraging my expertise in IT, Sales Leadership, Distribution Channel Development, and industry knowledge while helping to guide the organization through leadership transition as I retired from the organization after a long rewarding career.. Initiated development of an asset sharing app working with a German development team to introduce contactless rental app as a new business model for the dealer network and attract new rental customer segments.

Managed P&L for a $500M annual budget, with responsibility for the US and Canadian sales and logistics operations and HR, overseeing 240 employees across the continent. • Directed an accelerated expansion of a captive branded distribution network for compact and light construction equipment, delivering a 19% CAGR in revenue growth in four years • Guided market share improvement for the company by introducing in-house financing for equipment and strengthening the captive distribution network

Managed P&L for a $500M annual budget, with responsibility for the US and Canadian sales operations and North American Logistics and HR, overseeing the performance of 240 employees across the continent. Directed an accelerated expansion of a captive branded distribution network for compact and light construction equipment, delivering a 19% CAGR in revenue growth in four years.

Positioned company for long-term growth, developing and driving a strategic plan to rebuild and grow revenue through aggressive expansion and diversification of distribution network. Guided restructuring and refocusing of sales, marketing, and aftermarket divisions. Full P&L responsibility for US sales from 2012, overseeing a $250M annual budget and 150 team members.

Responsible for developing and executing sales and distribution strategies in the United States for light and compact construction equipment. Restructured the sales and marketing organization reducing SG&A by 50%. Positioned the company for significant long term growth by developing and implementing a multi faceted channel distribution strategy.

Directed and oversaw business systems development, IT, and logistics operations with four North American warehouses, including worldwide export logistics. Responsible for customer service, planning and forecasting, and order fulfillment and distribution. Transformed IT from a support organization into a strategic solution oriented partner organization to the business.

Guided business systems development, logistics; responsible for fulfillment of $300M annually. • Transformed the IT department from a reactive support function to a strategic solution partner • Improved the customer self-service functions for online parts and machine ordering, expanding into fully automated EDI ordering with key accounts. • Led expansion of ERP system into Asian affiliates; expanded use of Business Intelligence (Hyperion Essbase) programming to serve as a strategic solutions partner

Turned around a struggling ERP system implementation into a successful project that included reengineering and integration of critical work streams including distribution, manufacturing, engineering, accounting and finance. Expanded the original project design to include fully automated shop floor and warehouse processing through integration of company wide barcoding technology. Modified and integrated a banking software package to facilitate internal equipment financing.