1 Tmasz REJMAN SENIOR MANAGEMENT EXECUTIVE DEPUTY CEO/ COO ***** Senir executive experienced in setting up new initiatives with verifiable year-after-year success in exceeding EBITDA, cash and efficiency targets in 10+ ccasins in financial, cnsumer gds and prductin industries and acrss three cntinents (Eurpe, Asia and Latin America). Extensive experience with cmplex businesses, which require deep understanding f critical business drivers in diverse and rapidly changing markets and channels. Led, mtivated and develped multicultural wrldwide teams cmprised f mre than 6,000 emplyees and managed peratins and finance fr businesses exceeding 400 mln E revenue. Operatins Management * Supply Chain Management * Private Equity * Mergers and Acquisitins * Finance and Accunting * Strategic Planning * Perfrmance Management * Staff Develpment * Prcurement * Operatinal Imprvement * Sales and Marketing * Change Management * Crss Functinal Strategy SELECTED ACHIEVEMENTS HIGHLIGHTS Turned arund an underperfrming Allianz Pland Operatins divisin (insurance premium at apprx. 700 mln E) streamlining fur majr business units (claims, IT, custmer care and admin/ prcurement) arund cherent effectiveness and efficiency strategy, prducing immediate substantial service and cst imprvement and delivering average mtr claim reductin by -7%, fur fld service-level imprvement, and % efficiency gains. Reversed perfrmance decline and cst increase f Rvese Prductin divisin (10 ceramic plants acrss Eurpe, apprx. 450 mln E in revenues) and turned arund Supply Chain (lgistics, planning and prcurement). Generated apprx. +25 mln E annually in sustainable margin grwth (lwer csts, imprved availability) and +60 mln E in ne-ff cash, while imprving service levels. Successfully set up tw new prductin plants and three warehuses. Set up frm scratch Orlen Grup Operatins divisin (refining and petrchemicals, revenues f apprx. 25 bn E annually) and as a result imprved Grup s margin by mln E annually. In charge f business part f integratin f largest M&A in CEE in 2004, and delivered +40 mln E annual synergies. As McKinsey Engagement Manager fixed majr perfrmance, peratinal, sales-related and strategic issues largest reginal cmpanies. Prjects targeted at step-changing financial results, typically in the range f 1-2 bn E NPV, and in mst cases achieved r exceeded. Repeatedly frmed high perfrming teams in wn area f respnsibility via invlvement in aspiratins, caching and hands n cllabratin (typically with internal staff/ with minimum persnnel changes). Repeatedly develped innvative appraches and framewrks ( knwledge bjects ) critical t structure and measure perfrmance effrts. PROFESSIONAL EXPERIENCE ALLIANZ POLAND (Financial Industry/ Insurance/ Nn-Life and Life) Warsaw/ Pland, 2014/ /04 COO/ VP f Operatins Divisin Operatin divisin an insurance cmpany with apprx. 700 mln E premium, and 1400 FTEs (mstly in peratins). Operatins cmprised f Claims, Custmer Care/ Plicy Management, IT, Ops Supprt (Prcurement, Admin, Prject Office). Cntext: Allianz Pland fr several cnsecutive years have been lsing premium, market share and prfitability. I was hired based n prir industry experience frm several McKinsey prjects t turnarund the rapidly increasing claim payuts, grwing cmpany csts, and pr service level. Cmplemented my experience with internal best practice f Allianz Grup and insights frm efficient peratinal prcesses f ther industries. Supervising a mixed Team f newly hired directrs and nes with many years Allianz Pland (n/ little external experience). Effective knw hw transfer very imprtant. Cmpany Operating Prfit imprving in 2014 in line with the ambitius plan, mainly due t imprvement in peratinal csts. Sales and Prduct (tariff) and average claim imprvement fllwed in Main achievements.
2 Tmasz Rejman Resume Page 2/ 5 Reduced average mtr claim in individual channel by -7-8%. Apprach: defined the size f and surces f leakage, launched specific prjects t address leakage and innvative measures/ bridge system, rigrus mnitring. Shifted fcus and culture f the claims rganizatin frm service alne t fair payment. Persnally lead antifraud activities dubling the amunt f identified fraud y/y. Designed and launched Lean service center prgram in the custmer care unit reducing servicing time fur-fld and internal csts by -25% (in 18 mnths). Designed and lead cmpany-wide efficiency imprvement prgram that reduced ttal internal expense f the cmpany by apprx -10%, mainly via prcurement savings (in the range f %) and real estate ptimizatin (-25%). Develped cutting-edge-cnvenient Sales frnt-end applicatin. Develpment tk a recrd-lw time f 9 mnths and was dne in an agile develpment prcess. The frnt-end tgether with new tariff (frm Prduct Divisin) has stpped the decline f GWP (revenues) and allwed t regain grwth +10% y/y in 3 mnths (after implementatin). Launched IT demand management and resurce planning prcess, Lean IT prgram in IT Help Desk and significantly imprved IT cst planning and mnitring. Recgnized by Allianz Ops rganizatin (internal and Glbal) as rle mdel fr impact and wn staff capability develpment: majr step-change in staff s capability with marginal persnal replacements. Recgnized fr bth intensive hands-n cntact with field Operatins units and Sales/ Agents and excellent knwledge exchange with Allianz Glbal experts/ practitiners. As a result develped excellent in-depth understanding f (i) issues with Allianz s value prpsitin (fr all functins) and (ii) lcal best-practices, and (iii) as well as tested practical slutins. ROVESE (Private Equity, Durable Cnsumer Gds) Kielce/ Pland, 2012/ /12 Rvese is a privately wned largest tiles and sanitary-ware manufacturer in Central Eurpe. Strng internatinal presence in Eurpe and Asia (80% f margin cming frm utside f Pland). Majr prduct, market, channel cmplexity. Operatin divisin in a cmpany with apprx. 450 mln E in revenues and ver 6,000 FTEs (vast majrity in Operatins). Operatins divisin cmprised f Tiles Prductin (6 plants), Sanitary-ware (6 plants), Lgistics (11 warehuses), Planning, and Prcurement. Deputy CEO/ COO/ VP f Operatins Divisin Cntext: I was hired t turnarund the Operatins within a cmpany plan t increase EBITDA by 3x by Supervising tw very experienced yet cnservative BD members, and several mderately experienced functinal heads (Lgistics, Purchasing, Planning). Invlvement, buy-in, and capability develpment f critical imprtance. Cmpany results imprving, mainly due t imprvement in Operatins. Imprvement in Sales/ Marketing at a slwer grwth pace (partly due t crisis n key Eastern markets). Main achievements: Prductin margin imprvement: prepared and implemented restructuring plan t imprve margin and by -7% (-25 mln E) via perating levers (prductin allcatin, debttlenecking, technlgical and prcurement levers). Hw: launching efficiency imprvement (tp dwn), reviewing internal/ histrical achievements, rigrusly reflecting all cmmitments in the budget, prcurement (wrking capital and cst), specializing plants in technlgies and frmats. Develped and applied innvative and practical cntrlling bridge t islate external effects (vlume changes, prtfli mix, FX, qutatins f majr cmmdities) frm the efficiency imprvements. Own wrk: cncept, structure, methdlgy, develpment, and applicatin. Reduced inventry levels (raw materials and finished prducts) by -35% while increasing availability. Main imprvements: increasing prductin flexibility and imprving planning prcess, setting inventry targets, adjusting prductin t demand, tightening crdinatin, institutinalizing demand frecasting. Turnarund f prblematic lgistic warehuses peratins in all warehuses in PL: service levels frm 92-95% t 99% while csts dwn -15%. Successfully set up tw new prductin plants in Russia, and three central warehuses: tiles in Russia, sanitary-ware in Russia and sanitary-ware in Pland. Prepared and launched Lgistic infrastructure develpment strategy fr Russia (given the distances superir lgistics represent key cmpetitive advantage). Initiated, launched and successfully lead liquidity imprvement plan resulting with +60 mln E cash imprvement in summer 2013 (vs. cntrlling s frecast 6 mnths earlier). Ensured EU subsidy f apprx. 10 mln E t an assciated supply chain/ stre management start-up (fr a central warehuse cnstructin). Very stretch requirements included: wnership f a patent (start up develped tw patents in ne mnth), wrldwide innvatin, set up f R+D, reliable funding and cmplex frmal requirement (small independent cmpany). Received funding in 2014 (vs. spiled prir effrt under a different leadership befre). Recgnized by Rvese Operatins and Sales rganizatins as impactful and careful fr rganizatin capability develpment.
3 Tmasz Rejman Resume Page 3/ 5 Due t initial limited industry-specific knwledge used every pprtunity fr hands-n field visits at pint-f-sale, cmpetitive / supplier sites (including private trips, hlidays, persnal events, etc.). As a result develped surces f cutting edge knw-hw fr efficiency f cmpany value prpsitin and internatinal industry best practices. Heavily leveraged this knw-hw in generating ideas t imprve efficiency (see abve) and t imprve cmpany s cmpetitive ffer (e.g. prduct prtfli, merchandising). PKN ORLEN Hlding (Operatins/ Finance, Petrleum) Warsaw, Plck/ Pland, Prague/ Czech Republic, 2005/ /12 Built distinguished 8-year recrd f prgressive achievement and advancement within prducer and retailer f refining prducts and chemicals with revenues f 25 billin E, and apprx. 22,000 f FTEs. PKN ORLEN is a public cmpany with strng reginal internatinal presence: Pland, Czech Republic, Germany, and Baltics. Head f Grups Value Chain and Operatins Plck, Warsaw/ Pland, 2008/ /12 Operatins management was in charge f maximizing Grup s grss margin f apprximately 2 billin E annually addressing majr macrecnmic, demand shifts, prductin infrastructure and lgistic cmplexities and uncertainties. First ever crss-cuntry prductin/ margin ptimizatin: Befre my nminatin ORLEN had been trying t ptimize prductin and margin fr several years withut any success. As a result f rigrus prject management in fur mnths after my nminatin the Cmpany started t ptimize crss-cuntry cmpnents and prducts transfers. The ptimizatin levers included yield ptimizatin, crude il selectin, transfers, make-r-buy decisins, vlume and price targets and ptimized lgistics. The result was mln E grss margin imprvement annually. Implemented ptimized sales and lgistic plans: implemented and leveraged the prcess/ tls t ptimize sales prfitability and lgistic distributin, and cnsequently extended the prcess/ tl t hlding s cuntries/ categries (fuels PL, CR, heavy ils/ asphalts, etc). As a result the hlding has imprved margin by apprx mln E annually. Significantly reduced leakage due t develpment f plan scenaris fr cmmdity qutatins and majr risks. The results f the sensitivities were either built int the plan allwing fr fast respnse, r materialized fr dedicated crisismanagement prjects (e.g. Hydrcracker breakdwn, with impact n hundreds thusand f tnes f prduct vlume and tens f mln E f margin). Increased challenge f Businesses perating targets. Identifying perating targets that are assciated with biggest pprtunities f grss margin imprvement and wrking ut with the Businesses the plans t adjust the targets (imprve r remve bttlenecks). Examples: blending specs fr heavy ils/ fuels, bi-cmpnents specs fr gasline, sulphur emissin, sales pricing/ discunts targets. Installed perfrmance mnitring: develped frm scratch perating KPIs related t grss margin perfrmance: market qutatins influence n ptimal plant cnfiguratin, daily prductin yields and grss margin tracking, daily pricing tracking, etc. Head f Grup s Financial Cntrlling and Accunting Plck, Warsaw/ Pland, 2008/ /08 Despite a shrt assignment (7 mnths) and very unstable cntext (change f entire Cmpany BD): successfully lead key internal and external Crprate Cntrlling activities (budgeting, imprved reprting, increased cst and margin challenge). Challenged/ ptimized scpe f several large prductin investments (20-60 mln E) via in-depth understanding f business case. Ensured n-budget/ n-time implementatin f majr petrchemical plant f apprx. 1 billn E. Directr f Operatinal transfrmatin and integratin at Unipetrl Prague/ Czech Republic, 2005/ /01 Unipetrl is a Czech refining and petrchemical cmpany acquired by PKN Orlen in 2004 (largest transactin within CEE in 2004, investment f apprx. 500 mln E), with revenues at apprx. 5 billin Eur. Designed and implemented f crss-cuntry M&A Pst Merger Management and Operatin transfrmatin prgram. Prepared the PMM prject structure and apprach. Hence, set up, and lead the Value Creatin part f the integratin, i.e. large-scale turnarund prgram fr revenues imprvement and cst reductin that invlved entire management and all key businesses (revenues abve 500 mln E), functins and subsidiaries n bth sides f the transactin. Within the prgram develped financial targets and prepared specific value levers fr businesses and functins, and hence lead the entire prcess and key cntent tpics. Value Creatin prgram cntributed t +20% share price increase after its annuncement. In FY 2006 the results f the prgram reached apprx mln E in imprved EBITDA, almst twice versus the riginal target fr that year, and clse t the expectatins fr the next year (2007).
4 Tmasz Rejman Resume Page 4/ 5 Organizatin effectiveness: Recgnized by acquiring cmpany as the mst impactful/ helpful newly appinted manager in the UNIPETROL hlding. Key in n-barding f mther cmpany management. BENZINA (retail netwrk) BD/ VP fr marketing Prague/ Czech Republic, 2005/ /01 Benzina is a retail subsidiary f Unipetrl and the largest retail netwrk f filling statins in Czech Republic. Tgether with BENZINA s CEO, prepared revised Brand strategy fr the re-launch in The aim f the strategy is t regain market leadership with % share grwth in 5 years, after lng perid f business decline. The strategy included: (a) apprach t premium and value segments (Brand selectin, value prpsitin), (b) tailring Branding identity, and (c) preparing specific plans fr key value creatin attributes, (d) defining and launching marketing supprt, (e) supervising field implementatin, (f) crdinating advertising develpment (research, segmentatin, value prpsitin, etc.). The plan was annunced and launched Oct The share and vlume at abut +40% vs base (this is a result f wrk f a large team, but with significant cntributin frm my side). Fr lubricants marketing (cnsumer business) and plastics marketing (B2B): structure the key marketing pririties and initiatives fr 2007/ Cach and supprt f marketing managers in develping the plan/ analysis, cnclusins, recmmendatins. MCKINSEY & COMPANY (Strategic Cnsulting) Warsaw/ Pland, Buens Aires/ Argentina 1999/ /12 Prvided business prblem slving/ expertise and implementatin leadership fr the tp management f largest reginal crpratins. Reslved critical peratinal issues, and realized step-change imprvements in efficiency and financial results. Prjects typically in the range f 1-2 bn E NPV, and in mst cases achieved r exceeded. Strng business expertise in Financial Institutins, Petrleum and Telecms. Als assisted clients n peratinal issues in cnsumer gds, airlines, and public sectr. Financial Institutins Fr PZU (the largest Central Eurpean insurer). Step-change imprvement f mtr claims settlement via prcess re-design and hands-n implementatin f payut-efficient settlement prcesses. Key levers were: (a) shift attitude f 3,000 claims adjustrs frm passive state-fficers t active sellers f cst effective claim settlement methds, (b) design f ptimal payut algrithm, fraud preventin techniques, and definitin f changes in prcess wrkflw and respnsibilities, (c) the qualificatin in the pilt (including hands-n leadership in the 80 FTE claims unit), and (d) effective natinal rllut. The client reached apprx. 100 millin E f annual savings. Als, this prject revised the rules f the entire mtr insurance and repair industries, and gt extensive press and regulatry cverage. Finally, I led the design f the lng-term rganizatin, and related infrastructure (incl. IT). Fr Peka (secnd largest Plish bank). Fr SME sales frce: (a) define cmmercial strategy, (b) design f the rganizatin, prcesses and tls, (c) hands-n pilt implementatin, and (d) hands-n natinal launch. Fr Retail sales frce: Defining retail prduct and branch netwrk strategies, and set up f SME sales frce. Als fr retail: (a) definitin retail budget target and initiative master plan, (b) definitin f the new branch cncept/ implementatin plan. Prjects cntributed t 40% increase in retail and crprate revenues in the fllwing year. Fr Bank f Zagreb (ne f leading Balkans banks): (a) design f the SME sales prcesses and tls, (b) design pilt implementatin. Fr Argentinean Tax Office. Transfer within McKinsey, fr the mst accmplished cnsultants. Tpic: natinal tax fraud preventin strategy, and peratins. Key challenge: green-field tpic (n prir internal/ external knwledge). Key tasks: (a) cdificatin f tax ffice peratinal business mdel, (b) fraud categries segmentatin, (c) segmented strategy t pursue fraud, and (d) implementatin plan design. The estimated lng-term saving ptential was equivalent f multi-billin annually. Petrleum Fr PKN Orlen (ne f leading petrchemical player in the CEE regin). Several prjects related t peratinal turnarund implementatin including: (a) set up f the cmpany s turnarund rganizatin (150 tp managers invlved), its prcesses, and cmmunicatin, (b) set up f the divisinal budgets, (c) reslving key divisinal issues (e.g. prductin budgeting, new retail initiatives, etc.), (d) develping labr cst reductin prgram, (e) implementatin prcurement prject. The implementatin delivered apprx mln E in imprved EBITDA and -21 % f the cmpressible cst-base. Telecm Netwrk divisin f Orange Pland (the largest Central Eurpean telc incumbent). Large prject Capex scping and ptimizatin, based n fit t strategy and ptimal financial effect. Key challenge: develping alternatives f detailed business
5 Tmasz Rejman Resume Page 5/ 5 cases fr each investment. Key investments ptimized: switch system upgrade, transmissin upgrades, inventry and wrkflw IT system, and bradband equipment. Additinally, redefined rle, structure, prcesses and decisin tls f the Investment Office. As a result, the client has reduced its yearly spending by ver -1 billin E (-60%), withut hampering revenues. Fr the Orange s Netwrk divisin as abve. Operatinal turnarund and utsurcing strategy and set up fr the entire maintenance field frce. I.e. strategy develpment, preparatin and launch f cst reductin prgram, and develpment and implementatin f utsurcing strategy and implementatin f the field frce (6,000 FTEs). Key elements: (a) cncept f efficient maintenance peratins, (efficiency measurement/ benchmarks, supplier s P&L mdel/ efficiency targets, ptimal wrkflw, cntrls, IT interface), and (b) natinal implementatin. Natinal implementatin cmpleted and was n track t deliver -50 mln E cst reductin annually (-40% f the cmpressible cst-base), and imprved service level. Fr Orange s mbile divisin. Setting up new venture fr prviding electrnic prcurements services t the entire market, including business mdel definitin, staffing, pricing, set up, and pilt implementatin fr the mther cmpany. Als defining prcurement strategy and e-prcurement implementatin, including: (a) crss cmpany diagnsis f savings, (b) implementatin f e-prcurement (first ever e-prcurement auctins in Pland), that delivered -20 mln E annual savings. White gds Fr Amica (ne f the leading lcal CEE white gds prducers): peratins, strategy and prduct management diagnstics. Mapping prfit imprvement pprtunities based n gap t best practice and defining key prjects in the areas f strategy, peratins and prduct management. Airline Fr PLL LOT (leading CEE airline). Cmpany financial turnarund prgram design and implementatin, including: (a) definitin f the divisinal saving targets, (b) definitin f revenue imprvement, and saving pprtunities, (c) design f a labr cst reductin plan fr the pilts, and (d) launch and implementatin, (e) launch f prcurement and verhead reductin effrts. Prgram was planned t increase efficiency by three digit mln (25% f the cmpressible cst base, excluding leasing and fuel). Organizatin and persnal develpment Cach, preferred cnsultant and in multiple ccasins a clse friend fr mst f the client team leaders (typically at n-1 psitins in the cmpanies as abve). PROCTER & GAMBLE (Cnsumer gds, Sales and Marketing) Warsaw/ Pland, 1993/ /12 As Sales Marketing Manager, respnsible fr implementatin f all brand initiatives int the sales channels. Defined brands retail strategies, and prepare and deply launch packages fr individual marketing initiatives (prduct upgrades/ new launches). Successfully lead several critical and innvative/ first ever prjects: (a) fd categry launch in CEE, (b) reginal categry (wman care) launch, (c) categry in stre efficiency and merchandising. The fastest-prmted Brand Manager in the P&G Pland (2 years 9 mnths since jining) and then after 9 mnths prmted t Sales Marketing Manager, respnsible fr 15 senir sales executives and prfessinals, all with 1-3 years higher senirity vs. mine. Indirectly respnsible fr 900 f P&G and distributr s Sales Reps. Prmtinal budget f 18 mln annually. Supervisr and cach f very accmplished managers (including tday CEE heads f multinatinals, r cuntry managers). EDUCATION CREDENTIALS Technical University f Wrclaw, M. Sc. in Applied Mathematics, Graduated first in class, Magna cum Laude, Technical University f Wrclaw, M. Sc. in Civil Engineering, Graduated first in class, Magna cum Laude, Three times Prize f the Minister f Educatin fr the mst accmplished Plish student 1991 Technical University f Denmark, Lyngby/Cpenhagen, Applied Industrial Engineering studies (first ever schlarship fr CEE students in WE cuntries) PERSONAL INFO Plish natinality. Fluent in Plish, English and Spanish and Czech. Mderate in Russian
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