Thilo Goetz

Member of the extended leadership team supporting AMPE to drive and implement the defined strategy journey to strengthen its market competitiveness - Network & location strategy with delivered cost leadership focus incl. Greenfield and new location development (Bus Service Center, Laboratory) - Equipment strategy and cost-effective allocation - Program orchestration, prioritisation & delivery in alignment with IT - Orga restructuring & cost cutting in SGA & Plants - Digitalise / automate core SGA processes

- Conceptualized Process Operations approach & teams - Guided BPANI/PFASNI coating change strategy as license to operate - Strategic program management and delivery support

- Build-up European Transformation Office approach & teams - Manage PMO of all OPEX improvement & CAPEX projects - Conceptualise project management- & IT interface governance - Key project delivery support (cost savings, digitalizations) - Implementation of Project Management capabilities and tools (OnePlan, Keyed-In)

Build up and implemented a value project roadmap incl. Business Case mgmt. e.g. - Internat. Sales Organization and Processes, - optimised operational & procurement processes, - set up outbound Customer Service

Conceptualised & implemented performance enhancing initiatives across various industries e.g. - top- & bottom-line optimisation along the value creation chain e.g. Swiss industrial company - process based cost reduction for distant selling holding with three subsidiaries as well as several financial service companies - Cost optimization through intern. tenders / outsourcings of services for an international oil & gas enterprise

Program management for key priority projects like reorganoization of - Subsidiary e2e process view, - Supply Chain of the Future concept for European warehouse hubs, - Working Capital - EU benchmarking

- Post-Merger Integration strategies, PMI to-be processes, target-organizations and synergy areas for several industrial companies - Carve-Out incl. set up of a Stand-Alone business model for a financial institute & 3 production sites (int. chemical enterprise) - Various operational, financial, and commercial due diligences for several industries, financial service companies and saving banks

- Defined a standard integration process roadmap for future smaller acaled integrations. - Executed a post-integration audit on the Exel Logistics Integration

Project management for the Integration of all customer service locations into the newly formed DHL organisation (48 contact centres), management of the PMO and interface managers - implementation of new processes and enw Back & Front Office Systems, roll out new organisation and job titles. Tracking and hand over to line management responsibility

Management of the Integrated European integration project roadmap in alignment with the Global Integration Office and the functional projects / PMOs, project and business case management / tracking, interface manager sales and marketing projects. Tracking and hand over to core project management driven roadmap.

Project management support, analytics for a cross-subsidiary evaluation feasibility in the light of the STAR integration project i.e. creation of DHL as an integrated DP-DHL subsidiary