Pepijn Dinandt

Numerous guest appearances as Transformation Leadership expert on Podcasts such as BCG Six Questions, After Dinner Leadership, Lead to Succeed, Maverick Paradox, Leadership Hacker and Leadership Bites as well as an interview with Thought Economics

- CEO, CTO & CRO for very demanding situations (also interim) - Board member, Support in M&A processes; DD support - Training and coaching in the area of transformational leadership

Eberspächer is driving the mobility of tomorrow – around the world. Together with a dedicated team we offer reliable automotive systems and components in the field of thermal management and automotive controls. The smart solutions provide comfort and safety, for all types of drive systems and vehicles, ranging from the classic combustion engine to the fully electric drive, and from passenger cars to special vehicles.

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- Strategic realignment and transformation of the company and the organization - Restructuring and cost reduction of €55 million - Significant gross non-operating cash generation from WC and asset management of €42 million - Refi in 10/2017 & Covenant Reset in 08/2019 - Financial turnaround as of 12/31/19 with Ebitda of €109 million, up from €96 million in 2016, and revenue growth from €880 million in 2016 to €1031 million in 2019

- Transformation to a market focused profit center organization to maximize the profitability based on the individual market situations - Increase in Ebitda from €26 million in 2015 to over €60 million until 12/2017 - Revenue growth from approximately €400 million in 2015 to €450 million in the year 2017 - Successful exit through sale to Xella International (Lone Star) in 10/2017

- Swap of debt for equity with a debt cut from €2 billion to €650 million in 2009 and Refi through a scheme of arrangement in 2014 - Savings of approximately €272 million through cost-cutting programs - Significant gross non-operating cash generation from WC, capex and asset management of > €150 million - Improvement in Ebitda from €110 million in 2008 to almost to almost €200 million at the end of 2015 - Sales growth from €1050 million in 2008 to approx. €1200 million at the end of 2015

- Responsible for the restructuring, the return to profitability, carve out and the successful exit from the global Plastics Technology division (sales: €300 million) - Achieving an equity value of €94 million for the shareholder by generating an incremental Ebitda improvement of approx €20 million before selling the business

- Restructuring and transformation of the group through a severe industry down turn to achieve best practice profitability levels - Management of the group by a full LBO by KKR (06/2002 - 05/2006) - Improvement of Ebitda from approx. € 90 million in 2002 to approx. €135 million in 2006 - Successful sale of the company to Madison Capital Partners in 05/2006

- Transformation of the transformer division to a more agile and best practice player in the industry - Improvement of the division's EBIT by approx. three percentage points to approx. 9% by 2001 through benchmarking , restructuring, sales growth and product revision (from €30 million to €45 million)

- Heading the group wide restructuring project with the banks and downsizing of loss making subsidiaries as well as supporting group wide implementation of the initiatives to create an incremental Ebitda improvement of €145 million to bring the group back to profit - Holding positions on the Management Board of several subsidiaries - Project coordinator of an internal team to secure new loans and cash in the amount of €250 million from the banks

- Transformation of this formerly loss making East German technical ceramic conglomerate into several competitively successful and profitable businesses which were then successfully divested - Conversion of a negative Ebitda of -€50 million in 1992 with sales of approximately €50 million into a positive Ebitda of €2 million in 1996 with sales of €60 million - Exit of individual businesses through a series of LBO's and trade sales and generation of approx. €15 million enterprise value

- Acquisition of the first 2 key projects to get the business started

- Restructuring and Transformation projects in the travel, plant & electrical engineering and office equipment manufacturing industries

- Successful introduction of the original HP laserjet in my sales region with an average revenue growth of 200% pa

- Grade: magna cum laude - Sir Julian Hodge Prize in finance and banking