Daniel Moersdorf

My consulting firm focuses on online management consulting and executive coaching to serve underdeveloped potential in the leadership development industry, particularly time and space discrepancy between qualified professionals and clients. My role is to guide the firm’s strategic growth and oversee business operation processes, including financial management and policy procedures. I work directly with shareholders, conduct business development, and generate partnership alliances for the firm.

I was accountable for full P&L and strategic growth of two business units under my responsibility. My team included 10 direct staff and 650+ additional employees from production, engineering, quality, HR, procurement, account management, and finance. I engaged in senior level client negotiations and proactively sought process improvements and implemented strategies to enhance efficiency. Key accomplishment was generating a $20M new business line achieving 20% growth potential for the following years.

My role focused on restructuring activities for the Asian field team to increase profitability and accelerate growth. I implemented improvements for product innovations and created a culture of cross-country collaboration between the teams, resulting in higher efficiency of the RFQ process. P&L accountability included China, Japan, and Southeast Asia. For the China market I introduced a strategic plan to grow via expansion of second and third tier city sales that increased annual revenues by 15%.

I engaged in tender negotiations and develop a pricing strategy for the key infrastructure airport projects in the Gulf Region. My tasks included to increase the business team’s readiness to promote and sell products on a competent technical knowledge basis. I created and conducted a training regime with the team on technical specifications, pricing considerations, and negotiation strategies. Within 20 months, the group won three major projects and gained a 20% revenue increase for the region.

As part of a multi-country client tender team for escalators, my team of 5 direct reports represented the business unit on technical specification projects. It required my skills in negotiations, pricing, and my personal engagement on-site to grow the South-East Asia and India markets despite downward trends in margins and pricing in the region, achieving a 3-5% net margin increase across my product portfolio.

I acted as project manager on final assembly automation projects for major automotive clients including General Motors, Hyundai, and Mercedes-Benz and successfully delivered these projects on-time and on-budget. As one example of my successes with General Motors, I achieved a 14% increase in profitability through comprehensive negotiations and securing highest score in customer satisfaction through my team unifying and prioritizing measures to meet a demanding deadline.