布勒集团简介：
https://www.buhlergroup.com/global/zh/homepage.html
布勒集团总部位于瑞士，迄今163年历史。2019 年，约 1.28 万名员工创造了 33 亿瑞士法郎（287亿港元）的营业额。布勒是一家瑞士家族企业，业务遍及全球 140 个国家/地区，拥有包含 98 个服务站、32 家制造厂以及 25 个应用中心的全球网络。
2022年，布勒营业额增长10.3%，达到30亿瑞士法郎（261亿港元），净利润增长35.7%，达到1.54亿瑞士法郎（13亿港元）。
布勒集团主要包括食品加工机械、压铸机械以及其他高新技术等产品，布勒在全球布局，处于独一无二的行业地位。每天有二十亿人享用布勒设备生产的食品，十亿人出行乘坐的车辆使用了布勒机械所生产的零件（全球一半新车配有采用布勒技术生产的压铸部件）。不计其数的人们佩戴眼镜、使用智能手机、阅读报纸和杂志 —— 所有这一切都与布勒工艺技术和解决方案息息相关。
布勒集团与震雄global sales head岗位强相关的产品是压铸机（布勒研磨机系列机械设备也有相似性，用于印刷油墨、巧克力、谷物等生产。），伊之密于2019年增加了压铸机产品，并聘请了一位欧洲压铸机销售总监担任该公司的global sales head。对标清单内的力劲/L.K集团也生产压铸机。注塑机生产的塑料注塑件，压铸机生产的是铝等金属压铸件，均可用于汽车部件及其他生产生活用品。
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SUMMARY
Roles and dates:
1.2020 – Actual Head of Group Sales Development
Director of Global Sales Academy
1.2018 – 12.2019 Global Sales Director Business Unit Feed
7.2012 – 12.2017 General Manager at Bühler Brescia S.r.l. and Head of Remanufacturing Die-Casting Europe.
10.2009 – 7.2012 Sales and Customer Service Responsible for the Italian and Middle East Asia die-casting markets;
3.2008 – 09.2009 Sales Responsible for the Italian aluminum die-casting market;
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DETAILED DESCRIPTION OF THE MAJOR EXPERIENCES
3.2008 – Actual Bühler AG, Uzwil (SG), Switzerland
1.2020 – Actual
Head of Group Sales Development and Director of Global Sales Academy
After many years in sales and management vertical positions, the Executive Board of the Bühler group candidate me to a wider transversal role, with the target to work in a selected team to redesign and develop the new Global Sales Processes, embedding them in the long-term group strategies, and through the full responsibility and leadership of the global internal Sales Academy, since Bühler counts a salesforce of more than 1’200 units between Equipment and Customer Services.
The covered corporate functions, installed in the head quarter, require a strong cooperation at multi hierarchical levels, with different colleagues and stakeholders from several departments; indirect leadership characterizes the entire demanded tasks, to achieve the assigned objectives.
The targets are complex and at the same time involve more than one compartment of the group matrix organization: from HR to Sales, via the more than 100 regional offices around the globe.
New design of structured Sales career paths, coupled with precise role descriptions, matrix of competencies and required skills are the basis for the definition of the needed trainings, in order to shape the sales force of tomorrow.
To face most of the challenges, ahead in the future of typical mechanical and industrial companies, the strong actual set-up of the sales net will evolve, slowly but firmly, into new sales approach, which plays in favor of the soft and digital sales skills, without penalizing the strong hard technical skills, which are guarantee to remain into market leading positions.
The Sales Academy has the task to shape the existing and the future Bühler sales force. To grant major focus on the buying processes of our customers and their young buyers’ profiles, soft sales skills play an important role instead than putting at the center the lonely sales process itself. A more customer centric approach must come in place, to fight the daily challenges of the new digital and more competitive sales environments.
Blended learning is now more and more part of daily activities, which requires deep modernization of the entire training program portfolio, together with the technical leadership of the involved business units.
I’m responsible for the Internal Sales Trainer Community, composed by 12-15 experienced sales colleagues: they follow in the respective regions the guidelines of the Sales Academy and serve as important stakeholders in the development of the training programs and different contents at all levels.
Last, but not least, I lead, through one direct report, the hospitality department of our headquarter in Uzwil(CH) with ca. 15 employees, to grant our customers a unique experience, once visiting our Swiss facilities, spending with us from few days till, sometimes, several weeks.
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1.2018 – 12.2019 Global Sales Director Business Unit Feed
Full global responsibility for sales activities of the Business Unit Feed, dedicated to the manufacturing of food equipment for animal industry, especially oriented to poultry, cattle and pig farms and mills.
Main customers are commercial enterprises dedicated to production and resellers of feed, integrators for the entire animal value chain (from feed production to prepared supermarket food), and a good mix of them. The business size of the customers is very variable, passing from local feed mills (typical 5-10 t/h) to big multinational groups, worldwide leaders with several plants, each of them capable to serve entire nations or even global geographical regions.

My responsibility was shared between the typical sales management job, and the cooperation for improvement of the sales activities in the single worldwide points of presence, in coordination with the local management and the local sales force.
In this function, inserted into a strong matrix organization, it’s mandatory to develop the skills of good and delicate internal communication, coupled with patience team spirit, indispensable to achieve common results, together with the single local units and, at the same time, with the colleagues of the headquarters.
The global volume under my responsibility was ca. 250 MCHF(注：2.5亿瑞士法郎约等于22亿港元）; I had 5 direct reports plus ca. 50 sales cross functional reports, around the world.
Main tasks performed: preparation of budgets, sales strategies, coordination of the direct and indirect sales force, cross functional cooperation with other managers in the group (with focus on multi business units projects), feedback to product management, portfolio segmentation, marketing strategies with the Head of Product Management, reporting to higher levels.
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7.2012 – 12.2017 General Manager at Bühler Brescia S.r.l. and Head of Remanufacturing Die-Casting Europe.
In July 2012 Bühler AG has 100% purchased a small Italian company (Brescia Presse s.r.l., 22 employees, ca. 3.2 M€ average TO/y), located in the North of Italy, with the intention to create the “European Centre for Rebuilding and Remanufacturing of die-casting machines”. My target was to prepare and to integrate the small reality into the Bühler group and to develop it as General Manager.
I had the full Profit & Loss responsibility of the coordinated entity; moreover, I had the retrofit and upgrade office responsibility (3 people placed in the headquarter), from which one Bühler Die Casting sells worldwide the automations upgrades to the installed machines base.
Figures of Bühler Brescia, at 12.2017, since acquisition in 2012, and under my mandate:
- TO2012= 4 MCHF; TO 2013 = 6.7MCHF  TO 2017 > 12 MCHF (budget 8.2 MCHF);
- Total managed TO under my role at 12.2017: ca. 22 MCHF, between P&L Bühler Brescia and T.O.from automations & upgrades department.
- Employees reported to my position: ca. 50 between factory and offices.
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10.2009 – 7.2012 Front sales responsible for Die Casting equipment in Italy and in Middle East Asia (mainly Turkey, Israel, Egypt and, before the international commercial embargo, Iran), with responsibility of the Customer Service turnover for Italy too. This position increased my interface with foreign customers, in markets where not only new machines were needed, but also the proposal of remanufactured solutions could play a big budget difference and increased sensitivity into negotiations. The operative base was settled in Brescia,
and this role has prepared the ground for the successive step as Integration Manager of the new Bühler Brescia (ca. 1 year) and then as General Manager of the new acquired entity (till 12.2017).
- Employees reported to my position: 2 customer service technicians (direct reports) and 1 back office (indirect report).
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03.2008 – 09.2009 Front sales responsible for Italian Die Casting market. A concrete step back in career position compare to the previous role, but a giant step forward in future possibilities. Being employed directly in the Swiss headquarter, I bet on Bühler as a global company, and Bühler filled the need of a new sales blood approach in one of the most difficult die-casting markets, betting on my sales experience: it was a win-win deal, with no regret from any side.

SEA S.p.A. (Società Europea Autocaravan), Milano (Italy), I/UK holding with Italian, English and Spanish plants; UK private equity major investor; core business: construction and B2B sales of motor caravans and motor homes, Europe wide (11’000 units/year in 2007). In y2012 the different brands were sold separately to other companies and competitors.
Roles and dates:
10.2004 – 2.2008 Head of Sales and Marketing North Europe
Head of Sales and Marketing for Norway, Sweden, Finland, Denmark, Switzerland and Austria; Figures under my responsibility:
- TO in 2004: ca. 7 M€, with 5 dealers and 10 sales points; TO in 02.2008: ca. 33 M€, with 28 dealers and 48 sales points;
- Entities reporting to my role: sales and back-office team of 4 people, 2 agents, 1 importer.
9.2002 – 10.2004 Sales and Marketing Manager for SEA Rent s.r.l., division of SEA S.p.A.

Emondo.com s.r.l. Internet & e-commerce Start-up – Turin and Lugano (Italy, Switzerland)

Market analysis in the local food industry

15 months as voluntary officer

Autosalone Esposizione Auto – Turin, Italy
- Cars’ Salesman (part time, during the University)
Partner Time (Mediolanum Bank) – Turin, Italy
- Junior financial and insurance adviso