“Automation was about to take over majority of the jobs in my organization, but I was able to keep every one of the 80 people in my organization.”

“After long negotiations with one of my largest vendors, costing $15 million dollars annually, I finally made them adapt to our new roadmap and reduced cost by 30%. ”

“From being 200 staff within an inefficient department, I managed to outsource majority of our services and later becoming a slim and efficient organization of 30 staff.
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“My global organization was in a bad spot due to cultural challenges, with low grade of efficiency and transparency. Step by step, we all together tackled the challenges and came out stronger.
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“In charge for operation and sales for a global company in Middle East with 13 countries to cover, 1500 employees and many customers to keep empowered and happy, on top of it P&L responsible for a revenue over 1 BUSD while experiencing one of the fiercest competitions.”

“In a very competitive market I had to make quick decisions on how to best structure and adapt my global organization to fit current purpose.”

“By defining a strategy for entering an emerging market, we successfully after 5 hard years made it to one of our biggest markets. ”

“As the socio-political and economic structures are changing in many countries, occasional obstacles with overseas operations and businesses are to occur, such as challenges as to sustain or exit one of your overseas operations in an unstable environment. I have been there and worked through these changing socio-political and economic structures.
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“Managing business and delivering projects in high-risk and volatile environments cannot always be done by appointing tough directors or project managers, but rather demands experienced and seasoned executives to cover and drive all the business aspects on the ground.”

“When conducting international business, your business compliance goes beyond financial transparency. Adherence to legal environment of business, avoiding exposure to sanctions and embargoes, managing due diligences, KYC, FATF, CFT and other important aspect are as important to your business. Mitigating and preventing your organization’s exposure in the international business arena is key.”

“I trusted brilliant consultants from top management consulting company, to support us, to bring onboard and merge the “IP services consulting” team after a M&A in Silicon Valley. After a while, we learnt the consultants knew extremely well the theory, but very little operational experience from the field, we were forced to run the implementation ourselves.”

“When launching a product/service which is not among the core and traditional portfolio of your company, targeting customers and segments outside your comfort zone, you need bend the rules. You are looking for some “silver bullets”/“Magic Pill”, there is none but I have done it successfully for world leading global company.”

“Cost pressure and need for lowering the operational costs to stay relevant in the business, this was my daily headache. In the process to move part of my operation to low cost countries (India, China, Romania, ....), I had to manage the internal OCM challenges associated to this transformation. I went through the entire process from A to Z in China over 6 years. From scratch, and successfully built a 5000+ global professional services organisation delivering top telecom services to 130 countries in the world.”