Robert Zizler

Experience

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  Robert Bosch - Brazil

  May 1988 - Oct 1992

  Supervisor/Analyst/Trainee for Factory Controlling

   Introduction of a standard cost system for serial production. Preparation of project reporting on measures for restructuring and rationalization of processes at the automotive components factory.

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  BSH Home Appliances Group

  Nov 1992 - Mar 1997

  Senior Analyst for Corporate Accounting

   Preparation, analysis and publication of the Consolidated Financial Statements of the Global BSH Group, consolidating more than 40 subsidiaries with total revenues of US$ 5 billion and over 35.000 employees. Preparing and translating of Guidelines for Consolidation (German, English, Spanish), training of accounting staff and audits in subsidiaries abroad (France, Spain, Italy, Brazil, Norway, Sweden).

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  BSH Home Appliances - Brazil

  Apr 1997 - Mar 2010

   Coordination of all M&A activities (data-room, external audits, relations with investment banks and potential investors) to sell successfully the BSH business in Latin America (revenues of US$ 500 million) to a competitor assuring confidentiality and tranquility during the whole process.  Coordination of SAP customization to attend on time to new federal tax compliance and reporting rules. Restructuring of finance areas achieving 25% of staff reduction and savings of US$ 1 million/year. Show less  Restructuring of indirect staff (-25%) generating savings of US$ 3 million/year.  Productivity increase of direct labor force (+10% annually), by using MTM, 6-Sigma and DFMA, achieving savings of US$ 4 million/year.  Reduction of failure rates in manufacturing processes and products by 60% (from 7% to 3%), using TQM, 5S and Kaizen, saving costs with rework and scrap of US$ 2 million/year. Changing of factory management style by deploying objectives and targets, linking incentives for leaders to goal achievement, delegation of responsibility down the ranks and motivation of shop floor workers by promoting briefing meetings about strategy changes, new quality policy and goal setting for the factory. Introduction of a program with cash awards for suggesting of improvement measures proposed by workers and implemented in the factory achieving tangible savings of US$ 1 million in three years. Show less  Negotiation and recuperation of Accounts Receivables from Chapter 11 customers totaling US$ 4 million. Introduction of instruments to mitigate financial risks: Credit insurance, FX-hedge and interest swaps avoiding losses due to currency devaluation, interest rate hikes and customer default up to US$ 20 million.  Automation of financial processes leading to staff reduction (-25%) and savings of US$ 0,5 million/year.  Coordinating and consolidating the finance areas of BSH in Latin America (Brazil, Mexico, Peru, Argentina). Show less

  • Finance Director

    Oct 2007 - Mar 2010

  • Industrial Director - Plants for Refrigerators/Freezers (03-04) & Gas Ranges/WashingMachines (04-07)

    Oct 2003 - Sept 2007

  • Director for Administration & Finance of the Refrigerators & Freezers Factory in Hortolândia - SP

    Jul 2002 - Sept 2003

  • Corporate Manager for Controlling & Finance at BSH Latin America

    Apr 1997 - Jun 2002
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  EKSPER - Interim Management Group

  Apr 2010 - Dec 2014

  Consultant and Interim Manager

   Preparing and implementing of restructuring projects for companies suffering from financial or organizational crisis, reducing working capital, bank debts e financial expense by 50% within one year. Mentoring and counselling of executives in times of crisis and stress, using own experience in coping with similar scenarios as an executive to transform them from victims to agents of change. Effective teaching of technical English to executives of different professional areas and proficiency levels. Show less

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  Metalcoop - Metalforming – Salto-SP - Brazil

  Feb 2015 - now

  Manager for Strategy and New Business Development

   Implementation of strategic mid and long term planning for the company redirecting focus to diversification and technological innovation of customer, product and supplier portfolio. Successful execution of the strategic plan by developing and closing business deals with new customers and innovative products valued at BRL 8 million or 40% of the company’s current revenues.