Best in class transformation CEO
with >250% Ebitda improvement average
Pepijn Dinandt
„You must be your very best
in the darkest moments“
– US SEAL‘s
Best in class transformation CEO – with >250% Ebitda improvement average
Pepijn Dinandt
„You must be your very best
in the darkest moments“
– US SEAL‘s
My new book „BUSINESS LEADERSHIP UNDER FIRE“ is available now!
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, knowledgeable and energetic CEO and executive chairman with a 30 year track record of successfully leading companies through transformational and challenging situations
- Using a structured, analytical and systematic approach for very fast delivery of solid financial results, with an average >250% Ebitda improvement over an average 3,5 year tenure in challenging markets conditions, typically reducing costs by 15% of sales as well as creating double digit revenue growth.
- Significant value creation for shareholders of total cumulated €424 million in incremental Ebitda and €600 million in non-operating cash generation over the last 30 years having generated €3,1 billion in EV @ 6x multiple
- Personally led and was involved in 19 Transformation and Restructuring projects with a 90% success rate over the last 40 years
- Acknowledged transformation leadership expert as book author and guest on numerous leadership podcasts
- BCG Senior Advisor with a focus on Transformation and Restructuring
- References available on request from amongst others Johannes Huth (KKR), Sir Roger Carr (BAE Systems) and Holger Engelmann (Webasto)
Core Competencies
Combined strategic and operational expertise
Business Leadership & Transformation expert
People skills of a seasoned leader
Implementation skills of an experienced operator
Strong focus on financial results
M&A expertise
International perspectives of a global businessmen
Analytical skills of a trained consultant
Professionals Experiences
11/2021 – today
11/2021 – today
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
Senior Advisor for Transformation and Restructuring projects - Boston Consulting Group
Numerous guest appearances as Transformation Leadership expert on Podcasts such as BCG Six Questions, After Dinner Leadership, Lead to Succeed, Maverick Paradox, Leadership Hacker and Leadership Bites as well as an interview with Thought Economics
Founder & CEO - LappsPartner, Munich
- Interim CEO, CTO & CRO for transition and transformation situations
- M&A intermediary support
- DD support
- Training & coaching in Transformation Leadership
- Executive Chairman
Writing, researching and launching 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 group through reorganization in focused businesses to create platforms for successful exits including a small stuck in the middle group to be dealt with by my successor (the original HA was a very mixed bag of businesses)
- Restructuring and cost reduction of €55 million and 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
- Transformation to a market focused profit center organization to maximize the profitability based on the individual market situations
- 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 through transformation of the group into the top international profitability benchmark in the industry with a unique value add pitched roof systems approach
- 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 successful exit from the global Plastics Technology division (sales: €300 million)
- Achieving an equity value of €94 million for the shareholder by generating an incremental Ebitda improvement of approx €20 million before selling the business
President and Managing Director - Siemens AG, Munich / Mannesmann Plastics Machinery GmbH (MPM), Munich
- Restructuring and transformation of the group through a severe industry down turn to achieve best practice profitability levels by amongst other things streamlining the portfolio
- 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
- Transformation of the transformer division to a more agile and best practice player in the industry
- Improvement of the division’s EBIT by approx. three percentage points to approx. 9% by 2001 through benchmarking , restructuring, sales growth and product revision (from €30 million to €45 million)
Vice President Restructuring (holding level) - Deutsche Babcock AG, Oberhausen
- Heading the group wide restructuring project with the banks and downsizing of loss making subsidiaries as well as supporting group wide implementation of the initiatives to create an incremental Ebitda improvement of €145 million to bring the group back to profit
- 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 from the banks
President and Managing Director - Tridelta GmbH, Hermsdorf
- Transformation of this formerly loss making East German technical ceramic conglomerate into several competitively successful and profitable businesses which were then successfully divested
- 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
11/2021 - today | Senior Advisor for Transformation and Restructuring projects - Boston Consulting Group
11/2021 - today | Numerous guest appearances as Transformation Leadership expert on Podcasts such as BCG Six Questions, After Dinner Leadership, Lead to Succeed, Maverick Paradox, Leadership Hacker and Leadership Bites as well as an interview with Thought Economics
08/2021 - today | Founder & CEO - LappsPartner, München
- Interim CEO, CTO & CRO for transition and transformation situations
- M&A intermediary support
- DD support
- Training & coaching in Transformation Leadership
- Executive Chairman
05/2020 - 11/2021 | Writing, researching and launching 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 group through reorganization in focused businesses to create platforms for successful exits including a small stuck in the middle group to be dealt with by my successor (the original HA was a very mixed bag of businesses)
- Restructuring and cost reduction of €55 million and 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
- Transformation to a market focused profit center organization to maximize the profitability based on the individual market situations
- 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 through transformation of the group into the top international profitability benchmark in the industry with a unique value add pitched roof systems approach
- 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 successful exit from the global Plastics Technology division (sales: €300 million)
- Achieving an equity value of €94 million for the shareholder by generating an incremental Ebitda improvement of approx €20 million before selling the business
01/2002 - 09/2006 | President and Managing Director - Siemens AG, Munich / Mannesmann Plastics Machinery GmbH (MPM), Munich
- Restructuring and transformation of the group through a severe industry down turn to achieve best practice profitability levels by amongst other things streamlining the portfolio
- 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
- Transformation of the transformer division to a more agile and best practice player in the industry
- Improvement of the division’s EBIT by approx. three percentage points to approx. 9% by 2001 through benchmarking , restructuring, sales growth and product revision (from €30 million to €45 million)
04/1996 - 12/1997 | Vice President Restructuring (holding level) - Deutsche Babcock AG, Oberhausen
- Heading the group wide restructuring project with the banks and downsizing of loss making subsidiaries as well as supporting group wide implementation of the initiatives to create an incremental Ebitda improvement of €145 million to bring the group back to profit
- 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 from the banks
07/1992 - 03/1996 | President and Managing Director - Tridelta GmbH, Hermsdorf
- Transformation of this formerly loss making East German technical ceramic conglomerate into several competitively successful and profitable businesses which were then successfully divested
- 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.
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.
If you need help and would like to learn more about LappsPartners, please also visit our website at
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