Marcus Harwardt

Mais target was to increase market share, making Itapoá Port more atractive to the local costumrs.Lead a team of 9 employees, implement commercial concept such as CRM, sales KPIs and new products were partof the strategy to achieve the targets.

As District Manager, I had the responsibility for a PL&, with an early turnover of USD 50million,120 employees and 5 branches. Strong business development on the Oil&Gas market, dedicated services/set up for global costumers and a strong team were one of the few factors that made the district I was responsible for growing rapidly and profitable.

As Branch Manager, I had the main responsability to run an office with 26 employees, yearly turnover of USD 4million and commercial development. KN became top 3 freight forwarders in the Santa Catarina state with strong development on exports on forst products and import from Asia, wich represented about 60% of the branch results.

Responsible for a business unit with 70 employees and a turnover of USD 8million. The branch was strong develop in the Oil&Gas segment, with more than 70% of the total volume and turnover.

Main function was to increase the volume and turnover based on a strong rail wau connection in Brazil, Argentina and Uruguay. The voluume within 4 years increase from 200 containers to almost 2000 per month.

Sales development over all, responsible for over 100 costumers.

Finance and Logistic.

Logistic, accounting.