Born: 1973
Function: Factory Manager for the Confectionery Factory "The House of Kit Kat in Russia" in Perm, Russia
Hobbies: Cyclist
1997 : Thesis in process technology at the Nestlé Research Centre, Vers-chez-les Blancs, Switzerland.
1998 : Masters in Food Science and Technology from the Swiss Federal Institute of Technology in Zurich, Switzerland.
1998–2001 : Joined the Nestlé Productivity Team and worked on projects in Springville (Frozen foods, USA), staff member Campellfield (Confectionery, Australia), staff member Waverly (Beverages, USA), staff member Caçapava (Confectionery, Brazil), staff member Fawdon (Confectionery, UK), group leader Araras (Coffee, Beverages, Brazil), group leader York (Confectionery Polo and Smarties, UK), project leader York (Confectionery Kit Kat, UK), project leader
2002 : Developed a Best in Class Repository for Chocolate Confectionery, accessible to Nestlé Confectionery factories worldwide through a SAP Knowledge Warehouse system. Target Setting Project Leader: Santa Cruz, Venezuela; Hamburg, Germany; Dijon, France; Samara, Russia; Tianjin, China
2003 : Aero Plant Manager, York Factory - Nestlé UK
2005 : Tranferred to Nestlé Russia as Industrial Performance Manager for Russia & Eurasia based in Moscow
2007 : Promoted to Factory Manager for the Confectionery Factory "The House of Kit Kat in Russia" in Perm, Russia
Working in the NPT gave me the opportunity, in a short time, to see several different factories and product ranges in different countries. It was a great opportunity to discover and adapt to different cultures and lifestyles and to learn new languages. Being an NPT consultant is different from being an external consultant. We actually implement 50% of the annualised savings identified before we leave the project. This is good because you see what works and what doesn’t work and you learn to set realistic goals.
My favourite project was in a chocolate factory in Caçapava, Brazil. I did not speak Portuguese when I arrived, but I had the opportunity to learn it quickly in order to communicate with the factory staff. The factory was already high performing; hence, the real challenge was to find new things to improve. Our objective was to reduce the costs of production and to increase market share versus the two main competitors. One of our more sensitive tasks on-site was to look at the number of mechanics employed and determine how many annual maintenance hours and ultimately mechanics and electricians the factory really needed. Obviously we had to keep the production lines running efficiently without comprising on preventive maintenance. Collaboration was great with the personnel on the factory floor, the management, everybody – it was an amazing experience.
A year later I went back and saw that the workers had implemented more changes than those we had worked on. They were really happy and excited about it. Going back and seeing that the changes you made are sustainable, is what gives you real job satisfaction.
To succeed in the NPT, I believe you need a lot of energy and endurance, as well as good analytical and interpersonal skills to motivate and stimulate those around you. The work is quite demanding and the long hours are no joke, but I managed to keep a hobby. I travel with two suitcases. One suitcase is my bike. Brazil was by far the best place to bike. There was a 1700-meter high mountain near the factory covered with beautiful rainforest. It was spectacular.
Four years in the NPT has opened many doors for me at Nestlé. I don’t think it will be difficult to find another position – there are many possibilities. What I would really like to pursue as a next step is factory management in South America.”