Philippe Vedel

Played a leading role with Venture Capitalists during our second round of funding which attracted £12 million from 3i plc in August 2006. Managed a £16 million contract for the development and supply of 3D shaped electronics embedded into electrical circuit protection. Pitched at senior manager level several key industrial accounts.

P&L responsibility for Heinemann, a $40 million Global Product Line with 400+ employees, headquartered in Switzerland with factories in Morocco, Mexico and China. Major markets served are Telecoms and transportation. Implemented Eaton Business System and Lean tools, relocated supply chain and production in China. Doubled Sales and Increased return on Sales by 10 points. Won in 2004 AND in 2005 the Award for Best Overall Performance (Sales – ROS – Cash Flow Return – Employee satisfaction…) of all Eaton e

P&L responsibility for a Business Unit of MCHF 45 for a total of 230 people, manufacturing and R&D centers in Austria, UK and Belgium, worldwide service and sales organization. Gave to this BU built through acquisition a common vision and a sense of purpose Successfully integrated a new acquisition (MCHF10) with branches in China, US and Europe Rationalized manufacturing capacities, relocated production, created centers of excellence Consolidated sales and service centers in Europe and the US while gr

85% OEM sales dealt at high level in the customer organizations in Europe and within Eaton organization in the USA. Negotiated and signed license/brand-label agreement, managed technical co-developments and joint marketing growth initiatives between Eaton and customers (OEMs, End-Users, Wholesalers).

Created this position in order to bring to Eaton which was still very US-centric a complete range of international products. Generated a complete/worldwide market analysis (competitors, product offering, and distribution channels, pricing…). Presented to Eaton’s top management a strategy for international sales growth based on in-house product developments and partnerships with other players in the industry. This strategy was adopted and I was in charge of its execution.

Setup a subsidiary in Singapore to serve as a regional center for sales and marketing. Hired and managed sales forces in the region: 14 people in total split between Singapore, Malaysia and Thailand. Managed distributor networks in SE Asia (Thailand, Malaysia, Indonesia, Sri Lanka…) Quadrupled Sales in 3 years: from $2 million in 1993 to $8 million in 1995.