Ulrich Kuehle

Full P&L accountability for the global dry ingredients and dry ingredient systems business of the DoehlerGroup (B2B). Turnover in the three-digit million EURO range. >500 people, Full strategic and operational responsibility of the organization incl. sales, supply chain, production, finance, product management, sourcing, research & product development, application development. Main target market segments in food, food service and food supplements.

Full P&L responsibility for the global milk ingredients business division (B2B). Direct reports include field sales, inside sales & customer service, New Business Development, R&D, Corporate Marketing and corporate product sampling service. Responsible for strategic development and bottom line results of the business division. Proven track record in business turnaround by restructuring the business for value-based growth. Member of the executive board, reporting to the Managing Director (CEO).

Full P&L responsibility (manufacturing, R&D, sales, marketing, product management, and supply chain) for $80M food preservatives business in B2B market. Responsible for strategic development of the business. Proven track record in business turnaround by restructuring the business for value-based growth. Member of the leadership team, reporting to the General Manager.

Oversight of global sales activities and direct key account responsibility. Developed and executed marketing plan (including portfolio and product optimization, competitive analysis, segmentation, value proposition, pricing strategy and management) to support business strategy for growth in developed and emerging markets.

Developed and executed production, inventory, and distribution plan for $1.5 billion business unit. Responsibilities included managing 18 month rolling supply and demand plan, domestic and international resupply plan, global working capital, and negotiation of TECP contracts with a budget of up to $10 Mio. Among many accomplishments in this role, lead 500kt plant closure – Business case evaluation, definition and implementation of supply chain strategy after plant closure

Project Lead for strategic transformation project. Developed company wide ($7 billion sales) supply chain strategy. Change agent with 42-member team responsibility. Achieved 15% productivity improvement. Worked In Europe & USA.

Certified Six Sigma Black Belt, leading operational excellence projects with up to 10 team members. Improvement areas include process efficiency in supply chain management, customer satisfaction and digitzation, cost. Achieved $1.5 million savings; $3 million working capital reduction

Business Consultant, Supply Chain Management (SCM) Assumed lead role in strategic national and international projects in automotive and consumer industry. Responsibility for strategic business development activities in the SCM consulting division.

Strategic Marketing and Leadership; Joint Executive MBA Program between Kellogg, USA and WHU, Germany. The Program is part of the Kellogg EMBA global partnership and is consistently ranked one of the world's top EMBA programs.

Cambridge; Open University - London; University of the West - Bristol;