MBA (UK), BSc (USA) International Business

1/2011 – 11/2011

Responsible for supporting the PMO (Program Management Office) and Product Delivery Team in both strategic and operational deliverables for the Airbus A350XWB Cargo Doors Work Package. This includes but is not limited to End to End Project Management for the Eurocopter team based in Germany (Hamburg and Donauwörth) with the Risk Sharing Partner-Korean Airlines, based in South Korea.

As Deputy to Product delivery manager, in this role I am responsible for overall Project Planning for a highly complex cross border project in supporting a diverse stakeholder group (Germany & South Korea) to provide consultative support for all planning and operational initiatives including financial management information analysis and reporting, stakeholder communications and daily project operational deliverables’.

Also responsible for consolidation, analysis and reporting of Budget, P/L, Forecast, and Operational Planning. Specifically analyzing cost and schedule variances compared to prior periods and trend data to recommend corrective actions that identify maximal resource efficiency ensuring that the project is completed on Time, Cost and Quality.

Ensuring compliance with Eurocopter Program Management Office in terms of Business processes, IT and tools by establishing and maintaining appropriate internal controls (SAP, Unified Planning, Airbus GRAMS requirements, Earned Value Management).

Responsible for Risk Assessment, analysis and reporting

8/2010 – 12/2010

•Apply a structured methodology and lead change management activities
•Assess the change impact
•Complete change management assessments
•Create change management strategy
•Identify, analyze, prepare risk mitigation tactics
•Identify and manage anticipated resistance
•Consult and coach project teams
•Create actionable deliverables for the five change management levers: communications plan, sponsor roadmap, coaching plan, training plan, resistance management plan.
•Support communication efforts
•Support training efforts
•Support and engage senior leaders
•Coach managers and supervisors
•Support organizational design and definition of roles and responsibilities
•Coordinate efforts with other specialists
•Integrate change management activities into project plan
•Evaluate and ensure user readiness
•Manage stakeholders
•Track and report issues
•Define and measure success metrics and monitor change progress
•Support change management at the organizational level, Enterprise Change Management

1/2008 – 12/2009

• Reporting directly to the Executive Management Team and CEO for Becton Property Group in Australia responsible for the global marketing and sales strategy for Becton’s residential property portfolio. Responsible for the management and coaching of a team of 4 personnel.
• Developed and steered country specific sales and marketing activities including the creation of local marketing content, PR & media plans, local, and national and international event management.
• Championed the international sales strategy for Becton’s residential projects in the Indian and Asian markets. Focal point of contact & brand ambassador for global sales across diverse customer base including B2B, B2C and High Net worth customers.
• Established, coordinated and managed Becton’s global marcom mandates.
• Established and steered sales agent network for Becton in the Middle East and India.
• Led business development efforts for BRIC market expansion.

1/2007 – 12/2007

• Managed all strategic and tactical project marketing and communication (including PR & Events) requirements for Dubai World’s flagship projects Downtown Jebel Ali and The Galleries, targeting both regional (Middle East) and international markets.
• Solely developed, coordinated and executed the corporate communications strategy including marketing and sales plan for over 300 mixed use property developments.
• Drove and coordinated all necessary ATL and BTL communication responsibilities to establish, consolidate and enhance the newly formed developers’ corporate and media awareness within the Middle East and International markets (Limitless, part of Dubai World was formed as a new entity in 2005).
• Strategic networker in managing high profile relationships for a diverse customer base through implementation of clear, concise and effective communication directives.
• Worked with in-house corporate team on all elements of an integrated marketing mix including business strategy, brand conceptualization, advertising, media planning and execution channels as well as ROI analysis and evaluation of the brand performance-in line with the established marketing plan.

1/2005 – 12/2006

• Designed, implemented and facilitated the execution of Colliers Central & Eastern Europe integrated marketing and sales strategy with underlying operational plan and a benchmarked budget maximized for 100% off-plan Sales worldwide.
• Managed the end to end development of Colliers corporate and client marketing to ensure maximum local, regional and international brand leverage.
• Led the firms’ international sales and business development activities for EMEA through market research, sales and market forecasting, target market / customer analysis & segmentation, prospecting, pitching and acquiring potential intermediaries as strategic long-term partners for International Sales.

8/2002 – 8/2004

• Responsible for tobacco sales (B2B) for Philip Morris tobacco portfolio (Marlboro) in a defined territory of 200 retailers in Minneapolis, USA. Achieved a 90 % new product penetration rate across the assigned territory within 6 months of employment (1st full time position post-graduation).
• As Sales manager for the territory, directly responsible for negotiations with customers (B2C & B2B) for individual store sales forecasting, target setting, product pricing, product margins, direct & indirect intermediary channel development, in store product placement, inventory management, and POS promotion management in order to maximize Philip Morris brands revenue and market share within each of the 200 retail stores.