Global CEO & Leader
Pepijn Dinandt
„I choose to do the things
other will not, so I can
continue to do things others
cannot“
Global CEO & Leader
Pepijn Dinandt
„I choose to do the things
other will not, so I can
continue to do things others
cannot“
Founder & CEO LappsPartners, Munich
- Active support of executives, owners and investors in the financial improvement of the company performance especially in transformation scenarios
- CEO role for transition and transformation scenarios as well as interim CRO/CTO roles
- Non exec. Supervisory Board functions
Industries
Building Materials
Mechanical & plant engineering
Electrical engineering
Ceramics
Beds & mattresses
Professional profile
- Highly experienced and knowledgeable CEO with a 30-year track record of leading companies to create and deliver financial value to shareholders in challenging, transformational and disruptive situations
- Global CEO & executive, chairman of the board and PE expert, with a track record for fast and solid financial results in transformations of B2B companies with industrial manufacturing
- Achieving an average of 72% Ebitda growth and improvement over an average four-year tenure in stressed market conditions
- Identification and implementation of short- and medium-term Ebitda and CF improvement potential through self-help initiatives
- Achievement of cost reductions in % of sales of approx. 15% on average
- Sales growth of 12% on average in the last three business segments
Core Competencies
Strategic vision
Transformation Expertise
Focus on results
Emotional intelligence & empathy
Entrepreneurial thinking & acting
Business Development
Globally minded leader
Leadership Expertise
Professionals Experiences
08/2021 – today
05/2020 – 11/2021
12/2016 – 02/2020
02/2016 – 10/2017
07/2008 – 01/2016
10/2006 – 12/2007
01/2002 – 09/2006
02/1998 – 12/2001
04/1996 – 12/1997
07/1992 – 03/1996
04/1983 – 06/1992
Founder & CEO - LappsPartner, Munich
- Active support of executives, owners and investors in the financial improvement of the company performance especially in transformation scenarios
- CEO role for transition scenarios as well as interim CRO/CTO roles
- Non exec. Supervisory Board functions
Writing and researching a book as co-author
Business Leadership Under Fire: „Nine Steps to rescue and transform organizations“
Chairman of the Supervisory Board & CEO - Hilding Anders Internations AB, Malmö
- Strategic realignment and transformation of the company and the organization
- Restructuring and cost reduction of €55 million
- Significant gross non-operating cash generation from WC and asset management of €42 million
- Refi in 10/2017 & Covenant Reset in 08/2019
- Financial turnaround as of 12/31/19 with Ebitda of €109 million, up from €96 million in 2016, and revenue growth from €880 million in 2016 to €1031 million in 2019
Chairman of the Supervisory Board & CEO - URSA, Insulation S.A., Madrid
- Increase in Ebitda from €26 million in 2015 to over €60 million until 12/2017
- Revenue growth from approximately €400 million in 2015 to €450 million in the year 2017
- Successful exit through sale to Xella International (Lone Star) in 10/2017
CEO of the Group - Braas Monier Building Group S.A, Luxembourg
- Strategic optimization and transformation of the company into a top benchmark in the industry
- Swap of debt for equity with a debt cut from €2 billion to €650 million in 2009
- Execution of a Refi and a Scheme of Arrangement prior to IPO
- Making acquisitions after the IPO
- Operational restructuring in the years 2008/2009 and 2012/2013
- Savings of approximately €272 million through cost-cutting programs
- Significant gross non-operating cash generation from WC, capex and asset management of > €150 million
- Improvement in Ebitda from €110 million in 2008 to almost to almost €200 million at the end of 2015
- Sales growth from €1050 million in 2008 to approx. €1200 million at the end of 2015
Managing Director & CEO of the Plastics Engineering Division - SMS GmbH (Holding), SMS Group, Düsseldorf
- Responsible for the restructuring, the return to profitability and the exit from the global Plastics Technology division (sales: €300 million)
- Achievement of an equity value of €94 million for the shareholder
President and Managing Director - Siemens AG, Munich / Mannesmann Plastics Machinery GmbH (MPM), Munich
- Management of the group by a full LBO by KKR (06/2002 – 05/2006)
- Improvement of Ebitda from approx. €90 million in 2002 to approx. €135 million in 2006
- Successful sale of the company to Madison Capital Partners in 05/2006
President of the Transformers Division - Siemens AG Transformers, Nuremberg
- Improvement of the division’s EBIT by approx. three percentage points to approx. 9% by 2001 through benchmarking, restructuring, sales growth and product revision
Vice President Restructuring (holding level) - Deutsche Babcock AG, Oberhausen
- Holding positions on the Management Board of several subsidiaries
- Project coordinator of an internal team to secure new loans and cash in the amount of €250 million
- Leading the restructuring and downsizing of several loss-making subsidiaries
President and Managing Director - Tridelta GmbH, Hermsdorf
- Conversion of a negative Ebitda of -€50 million in 1992 with sales of approximately €50 million into a positive Ebitda of €2 million in 1996 with sales of €60 million
- Exit of individual businesses through a series of LBO’s and trade sales and generation of approx. €15 million enterprise value
10/1990 – 06/1992 Founder – Communitas Gesellschaft zur Konzeption Öffentlicher Kapitalanlagen mbH, Munich
05/1987 – 09/1990 Senior Associate – McKinsey & Company, Munich
04/1983 – 04/1987 Sales Representative for Computers and Peripherals Hewlett Packard GmbH, Bad Homburg & Munich
08/2021 - today | Founder & CEO - LappsPartner, München
- Active support of executives, owners and investors in the financial improvement of the company performance especially in transformation scenarios
- CEO role for transition scenarios as well as interim CRO/CTO roles
- Non exec. Supervisory Board functions
05/2020 - 11/2021 | Writing and researching a book as co-author
Business Leadership Under Fire: „Nine Steps to rescue and transform organizations“
12/2016 - 02/2020 | Chairman of the Supervisory Board & CEO - Hilding Anders Internations AB, Malmö
- Strategic realignment and transformation of the company and the organization
- Restructuring and cost reduction of €55 million
- Significant gross non-operating cash generation from WC and asset management of €42 million
- Refi in 10/2017 & Covenant Reset in 08/2019
- Financial turnaround as of 12/31/19 with Ebitda of €109 million, up from €96 million in 2016, and revenue growth from €880 million in 2016 to €1031 million in 2019
02/2016 - 10/2017 | Chairman of the Supervisory Board & CEO - URSA, Insulation S.A., Madrid
- Increase in Ebitda from €26 million in 2015 to over €60 million until 12/2017
- Revenue growth from approximately €400 million in 2015 to €450 million in the year 2017
- Successful exit through sale to Xella International (Lone Star) in 10/2017
07/2008 - 01/2016 | CEO of the Group - Braas Monier Building Group S.A, Luxembourg
- Strategic optimization and transformation of the company into a top benchmark in the industry
- Swap of debt for equity with a debt cut from €2 billion to €650 million in 2009
- Execution of a Refi and a Scheme of Arrangement prior to IPO
- Making acquisitions after the IPO
- Operational restructuring in the years 2008/2009 and 2012/2013
- Savings of approximately €272 million through cost-cutting programs
- Significant gross non-operating cash generation from WC, capex and asset management of > €150 million
- Improvement in Ebitda from €110 million in 2008 to almost to almost €200 million at the end of 2015
- Sales growth from €1050 million in 2008 to approx. €1200 million at the end of 2015
10/2006 - 12/2007 | Managing Director & CEO of the Plastics Engineering Division - SMS GmbH (Holding), SMS Group, Düsseldorf
- Responsible for the restructuring, the return to profitability and the exit from the global Plastics Technology division (sales: €300 million)
- Achievement of an equity value of €94 million for the shareholder
01/2002 - 09/2006 | President and Managing Director - Siemens AG, Munich / Mannesmann Plastics Machinery GmbH (MPM), Munich
- Management of the group by a full LBO by KKR (06/2002 – 05/2006)
- Improvement of Ebitda from approx. €90 million in 2002 to approx. €135 million in 2006
- Successful sale of the company to Madison Capital Partners in 05/2006
02/1998 - 12/2001 | President of the Transformers Division - Siemens AG Transformers, Nuremberg
- Improvement of the division’s EBIT by approx. three percentage points to approx. 9% by 2001 through benchmarking , restructuring, sales growth and product revision
04/1996 - 12/1997 | Vice President Restructuring (holding level) - Deutsche Babcock AG, Oberhausen
- Holding positions on the Management Board of several subsidiaries
- Project coordinator of an internal team to secure new loans and cash in the amount of €250 million
- Leading the restructuring and downsizing of several loss-making subsidiaries
07/1992 - 03/1996 | President and Managing Director - Tridelta GmbH, Hermsdorf
- Conversion of a negative Ebitda of -€50 million in 1992 with sales of approximately €50 million into a positive Ebitda of €2 million in 1996 with sales of €60 million
- Exit of individual businesses through a series of LBO’s and trade sales and generation of approx. €15 million enterprise value
10/1990 – 06/1992 Founder – Communitas Gesellschaft zur Konzeption Öffentlicher Kapitalanlagen mbH, Munich
05/1987 – 09/1990 Senior Associate – McKinsey & Company, Munich
04/1983 – 04/1987 Sales Representative for Computers and Peripherals Hewlett Packard GmbH, Bad Homburg & Munich
Trainee Programm
Commerzbank AG, Hamburg
09/1982 – 02/1983
Degree in Business Administration
University of Wales, Cardiff
Sir Julian Hodge Prize in finance and banking
Degree: Bachelor of Science, Economics
Grade: magna cum laude
09/1979 – 06/1982
Languages
German – fluent
English – fluent
Dutch – fluent
French – full professional proficiency
English – fluent
Dutch – fluent
French – full professional proficiency
More Informations
„I am not afraid of an army of lions led by sheep; I am afraid of an army of sheep led by a lion ( Alexander the Great )“
A new Book: Business Leadership Under Fire: „Nine Steps to rescue and transform organizations“
Is the book every business leader needs. It will inspire readers with it´s thoughtful, practical and battle-hardened recipes for sucess.
Disaster, disruption and change are recurring challenges in business. We are used to reading about the successfull disrupters of established industries (Tesla, Amazon, Netflix, Uber,etc.), but what about the companies they disrupted. What ever happened to them? How did they cope? And more importantley, what are the secrets of making a business thrive again.
Disaster, disruption and change are recurring challenges in business. We are used to reading about the successfull disrupters of established industries (Tesla, Amazon, Netflix, Uber,etc.), but what about the companies they disrupted. What ever happened to them? How did they cope? And more importantley, what are the secrets of making a business thrive again.
Business Leadership Under Fire: Nine Steps to Rescue an Transform Organizations is the book every business leader needs. It will inspire readers with it´s thoughtful, practical and battle-hardened recipes for sucess.
Pepyn dinandt usually gets parachuted into an organisation only after it is in real trouble. It is his job to asses and understand the situation that faces the business while also devising effective ways forward recovery and success. In Business Leadership Under Fire draws on his own extensive business experience and, with help of decorated army officer Colonel Richard Westley, marries this proven practical nine-step plan for any leader who wishes not simply to survive but to inspire and thrive ‘under fire‘.
Using lessons forged on the front lines of both the military and commercial worlds, Dinandt and Westley´s concise book is required reading for anyone in any organization that needs help in turbulent times.
PURPOSE: Choose to live by choice, not by chance, be motivated, not manipulated, be useful, not used, make changes, not excuses, excel and do things others will not, so we can continue to do things others can not.
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