Markus Philipp

Lead end-to-end operations and execution across a complex B2B organization. Deliver performance and sustainability via KPI cascades, operational excellence and disciplined capex prioritization. Strengthen governance and compliance-by-design (contracts, risk, audits). Enable scalability through process redesign and IT/digital transparency. Develop leaders and teams through structured performance management.

Managed company performance across Operations, Finance/Controlling, HR, Compliance and contract management. Built a KPI-driven management cadence to improve transparency and accountability. Led cross-functional transformation to raise efficiency, service quality and scalability—on time and within budget. Owned planning/budgeting cycles and improved forecast reliability through data-driven management.

EVP & COO with additional leadership for Finance/Controlling and HR, plus legal compliance and contract management. Drove organizational design and change to improve speed and accountability. Implemented KPI frameworks and performance routines to raise reliability and efficiency. Owned budgeting/controlling and business cases for make/buy and investments. Held direct IT responsibility for 4+ years to enable scalable operations.

Directed day-to-day operations with additional responsibility for Finance and IT. Improved operational control through process and performance measures and stronger cross-functional coordination. Supported organizational alignment to improve service quality and on-time execution.

Led production across 3 operational units plus the process engineering department within an integrated Diphenol value chain. Managed safety, quality, cost and delivery for markets including inhibitor solutions, crop protection and aroma ingredients. Maintained FSSC 22000 certification for one unit and ensured audit readiness. Drove continuous improvement focusing on stability, efficiency and resource productivity.

Drove new product and business development. Built early feasibility assessments and business cases to support strategic investment decisions. Aligned operations, engineering and commercial stakeholders to translate opportunities into scalable execution plans.

Managed 106 employees (incl. 100 in a 4-shift system) in a dissolution and spinning plant. Owned daily performance across safety, quality, output and cost. Stream lead in a successful restructuring program, coordinating stakeholders and implementation on the shop floor. Drove continuous improvement to improve stability, standard work and operational control; developed teams via training and performance management.

Led a 42-person department responsible for production services enabling stable manufacturing. Managed internal supply chain for auxiliary materials (e.g., packaging, filtration), production scheduling and changeover management, and special equipment maintenance. Improved planning/material/maintenance interfaces to raise efficiency, asset availability and operational control.

Core team member for LIMS and MES projects: requirements definition, implementation and rollout. Bridged QA, operations and IT to ensure compliant, practical processes. Applied statistics and SPC to improve process stability and quality. Standardized quality data and reporting to strengthen decision-making and audit readiness.

Tutor for IT and knowledge-based systems; supervised Environmental IT labs. Supported students in applied informatics and geological informatics topics.

General Management UBIS, Geneva, Switzerland Potomac University, Washington D.C., USA Dual degree (swiss / US) online Kurs Abschluss vorraussichtlich Ende 2014

- Umwelttechnik - Geologie - Geoinformationssysteme (GIS)