Konstantinos Spyropoulos

Experience

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  ATHENIAN BREWERY S.A.

  Jan 1991 - Dec 1991

  Engineer Trainee – Junior Engineer

   I was initially suggested by the National Technical University of Athens (professor Mr Markatos) to cover the position of Trainee Engineer for the Systems Department that supported Production with studies regarding mainly efficiency of energy use within the factory battery limits (1991). After finishing military obligations, I was hired back (1993) in Systems Department. There were numerous studies performed that helped Production in running effectively & efficiently their daily operations. Show less

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  ATHENIAN BREWERY S.A.

  Jan 1993 - Jan 1994

  Engineer Trainee – Junior Engineer

   I was initially proposed by the National Technical University of Athens (professor Mr Markatos) to cover the position of Trainee Engineer for the Systems Department that supported Production with studies regarding mainly efficiency of energy use within the factory battery limits (1991). After finishing military obligations, I was hired back (1993) in Systems Department. There were numerous studies performed that helped Production in running effectively & efficiently their daily operations. Show less

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  CHEMTRAD S.A.

  Jan 1994 - Feb 1997

  Sales Representative

   CHEMTRAD was a representative office and/or import firm for various foreign companies. I was responsible to develop the Plastics, Paper and Rubber business by contacting foreign companies and importing raw materials for respective industries in Greece. I had successfully secured business with foreign firms for CHEMTRAD (e.g. AKZO NOBEL) and marketed their products in Greece.

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  A.HATZOPOULOS S.A.

  Feb 1997 - Sept 1999

  Sales Manager & Manager of Athens Sales Office

   Accountable for the Southern Greece clientele, I was responsible in achieving sales targets in this area handling a business of around 5 million USD. I was responsible to lead the Athens office having two persons under my direct supervision. I achieved retaining and increasing customer satisfaction and revert companies from competition. Special project that was assigned to me was to investigate and establish a business presence in Romania either by founding a local company office or by developing a local sales & technical representation. It involved travelling to Romania and the latter case was proven more effective and successfully materialized eventually. Show less

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  3M

  Sept 1999 - Sept 2019

  Having just formulated the (former) South East Europe (SEE) region, 3M is seeking at creating the scale that will allow capitalizing all external opportunities and internal strengths in this part of the world; thus 3M will achieve robust sustainable profitable growth.Such an achievement can be based on excellent & quick organizational integration and strong & swift process integration across all the countries the consist SEE (Romania, Croatia, Bulgaria, Slovenia, Serbia, Isreal, Greece and seven other countries in the Balkan area). Show less A/ Responsible in the Regional organization to drive the Strategic Planning process and provide 3M with the annual 5-yr horizon strategic plans for the Region including Pakistan, Sub-Saharan Africa and Francophone Africa by - cooperating with US headquarters to develop process and framework- involving Area & Region countries, business and functions- producing a coherent strategic plan that would implement regionally the 3M Playbook.Accountable for aggressively executing on strategic geographical priorities growth plans:1. In Africa (Sub-Saharan and Francophone Africa) in absence of MD (as Acting MD), drive growth by- planning & executing business and marketing plans- resolving HR, Supply chain, financial, legal, Compliance topics in cooperation with local organizations,- transfering knowledge & support to local organizations by frequent local presence & field coaching.2. Pakistan supporting the GM, drive growth by- enhancing local business and marketing plans, - support in resolving backoffice and resourcing issues and - transfering knowledge & support to local organizations by frequent local presence & field coaching.3. Abu Dhabi, drive growth by- refocusing 3M Gulf efforts to balanced UAE approach by strongly penetrating Abu Dhabi- drive internal engagement of organization on Abu Dhabi effort.B/ Participation in the local 3M Gulf organization 's (GCC countries & Egypt, excluding KSA) Operating Committee. Show less Industrial Business Group Leader in MEA (Middle East including Pakistan & Africa)Lead 3M INDUSTRIAL BUSINESS' efforts in MEA to attain sustainable, profitable and aggressive growth by- participating in forming the global strategy in headquarters,- fitting the global strategies into the MEA reality,- translating strategies into locally inspired actionable business & marketing operating plans and- overseeing the disciplined execution of plans by- developing & coaching the Industrial Business teams, - supporting teams utilizing the global matrix of 3M- supporting teams by on the field visits at prioritized key endusers in priority market segments.Participate in 3M MEA Operating Committee to - provide input in Area-wide topics,- lead and action upon Area-wide projects like End User focus, Channel transformation, Product Portfolio effectiveness, Sales & Marketing development,- drive Area-wide preparation for Business Transformation (SAP & CRM implementation). Show less Lead 3M Abrasives Systems Division' s efforts in CEE to attain sustainable, profitable and aggressive growth by strong penetration, competitive conversion and acquiring market share, introducing a breadth of new products, develop new markets or market approaches & minimizing erosion.Having as direct responsibility 8 countries and 1 sub-region (totalling to 31 countries), main tasks, in order to achieve affore-mentioned targets, are to - build and deliver strategic and operational plans,- work closely with the local subsidiary teams and connect them to global centers- bring clarity on Divisional targets, aspirations, stategies and operationalise these- focus local teams on "vital few" and coach the local teams by traveling to countries - prioritise on products, markets, countries to achieve maximum effectivess of investments- propose incestments in CEE area. Show less Industrial & Transportation Business, I&TBElectro & Communications Business, E&CBI&TB would include at that time numerous divisions that would incorporate among others- Abrasive Solutions- Adhesives and Tapes- Energy & Advanced Materials- Corrosion Protection - Fluid & Air Filtration- Facilities' Safety, Comfort, Cleaning and Care- Perconal Care (products for personal hygiene manufacturing like baby diapers)- Renewable Energy (products for manufacturing of solar panels, etc.)E&CB would include divisions for - Electronics Design & Manufacturing (cables, connectors, chemicals, etc0- Electrical Market Solutions (jointing, terminations, tapes, etc.)- Structured Cabling (copper/fibre cabling, intelligent management, data centers, etc.)- Telecom (voice/data, ADsL/VDSL, connection modules, distribution frames, etc.)CBL was accountable for forming and leading the appropriate (in quality and quantity) teams who would produce these robust plans & who would deliver excellent implementation of the plans that would allow SS&PS achievement to be at least equal to the Corporate's expectations in short but also in long term.CBL was also member of local Operating Committee (OpCom) participating in OpCom monthly sessions and undertaking the responsibility to lead or participate in various cross-departmental projects. CBL had to lead by example and in the following leadership "dimensions" - raise the bar- think outside the box- take courageous decisions- lead with energy and passion- live 3M values. Show less 4 Big Business Groups:- Industrial & Transportation, I&TB- Display & Graphics, D&G- Safety, Security & Protection Services, SS&PS- Electro & Communications, E&CAs CBL was accountable for both sales and marketing operations, a CSL would be responsible for sales of a conglomerate of Business Groups as above.Having the responsibility of sales for these groups at an excess of 20 million USD, main task was to deliver the top line revenue targets and, simultaneously, attend the mix of the products that would maximise the profitability at gross margin level in percentage and absolute dollars terms.Apart from SS&PS, I&T business group would include products like abrasives, tapes & glues, automotive products for bodyshops, etc. D&G would include products for signage, building graphics, vehicle & airplanes wrapping, architectural solutions, PC screen security membranes, etc. E&C group would include products in the field of electricity generation, transmission & distribution and products for the Telecom field particularly for development of ADSL/VDSL services into the local markets.CSL was also member of local Operating Committee (OpCom) participating in OpCom monthly sessions and undertaking the responsibility to lead or participate in various cross-departmental projects. CSL had to lead by example and in the following leadership "dimensions" - raise the bar- think outside the box- take courageous decisions- lead with energy and passion- live 3M values. Show less 3M has been a Global Leader for more than 30 years for products for Personal Human Occupational Safety (OH&ES Division) covering a breadth of risks (respiratory, eye, hearing, head, body, etc.) and various industrial (metal, mining, automotive, chemical, wood, etc.) markets, health (hospitals, etc) markets and consumer (pharmacies, supermarkets, etc.) markets; either private or public sectors. Moreover a product range implementing innovative technology for high visibility garments (for road, consumer & occupational safety) were included in the portfolio of OH&ESD.All 3M safety products were included into a newly formed Business Group within 3M named as SS&PS (Safety Security & Protections Services). Eventually this group would include - not only OH&ES (personal safety) products for B2B and B2C markets but also- electronic & other products for safety & security and tracking & tracing of infrastructure & assets,- products for facilities' cleaning and care,- vehicles' safety & comfort products,- food safety productscovering numerous kinds of markets either B2B or B2C, private or governmental.CBL was accountable for forming and leading the appropriate (in quality and quantity) teams who would produce these robust plans & who would deliver excellent implementation of the plans that would allow SS&PS achievement to be at least equal to the Corporate's expectations in short but also in long term.CBL was also member of local Operating Committee (OpCom) participating in OpCom monthly sessions and undertaking the responsibility to lead or participate in various cross-departmental projects. CBL had to lead by example and in the following leadership "dimensions" - raise the bar- think outside the box- take courageous decisions- lead with energy and passion- live 3M values. Show less 3M has been a Global Leader for more than 30 years for products for Personal Human Occupational Safety (OH&ES Division) covering a breadth of risks (respiratory, eye, hearing, head, body, etc.) and various industrial (metal, mining, automotive, chemical, wood, etc.) markets, health (hospitals, etc) markets and consumer (pharmacies, supermarkets, etc.) markets; either private or public sectors. Moreover a product range implementing innovative technology for high visibility garments (for road, consumer & occupational safety) were included in the portfolio of OH&ESD. The vital responsibility was to arrive at the optimum marketing mix and subsequent business plan that would steeply drive growth of these products in Greece and Cyprus. At that time and being the leading brand by far, main task to successfully arrive at the implementation of the vital responsibility was for 3M to robustly increase the occupational market by increased awareness of occupational hazards and, therefore, protection solutions, by increasingly sponsoring European and Greek occupational health legislation enforcement and by educating main stakeholders (top management, safety engineers, production engineers, blue collar workers, health personnel, public employees, etc.) on addressing professional risks following a multiannual training program developed by 3M. Show less 3M operated a Specialty Materials Division until 2001. Based on Fluorochemistry, a broad family of products under the globally acknowledged 3M Scotchgard™ brand was manufactured offering extra low surface energy and, therefore, interesting properties in applications like textile protection (in industrial, professional and household) and fire-fighting foams. My important responsibility was to develop the brand in Greece and Cyprus by applying appropriate pull and push marketing and sales activities (textile applications in B2B and B2C) and by demonstrating performance superiority in fire-fighting applications to the Greek Fire Brigade (Public sector) to secure a sustainable profitable divisional growth. Show less

  • Integration Manager South East Europe SEE (including Italy & Turkey)

    Oct 2018 - Sept 2019

  • Integration & Strategic Planning Manager, (former) South East Europe (SEE)

    Jan 2018 - Oct 2018

  • Strategic Planning & Execution Leader, Gulf & Africa Region

    Jan 2016 - Jan 2018

  • IBG Leader, Middle East and Africa (MEA) Area

    Apr 2015 - Dec 2015

  • Business Development Manager, Central Eastern Europe (CEE), Abrasive Systems Division

    Oct 2011 - Apr 2015

  • Country Business Leader CBL

    Jan 2007 - Sept 2011

  • Country Sales Leader - Integrated Industrial Business, IIB

    Jan 2005 - Dec 2006

  • Country Business Leader CBL - Safety Security & Protection Services SS&PS

    Jan 2003 - Dec 2004

  • Sales & Marketing Supervisor, Occupational Health & Environmental Safety Products

    Apr 2001 - Dec 2002

  • Sales Specialist, Specialty Materials

    Sept 1999 - Mar 2001
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  INNVESTIO BV

  Oct 2019 - now

  New Business Ventures Leader | Director

  a) Provide investments & managerial experience to SMBs across Europe & MEA in 2020-2040 top-growth differentiated sectors (like food safety, agricultural, packaging, printing, logistics, electrification, IoT, AI, digital partnership etc & any combination of them) in both B2B & B2C environmentsb) to develop above industry-average returns on investments to investorsc) to strongly support outside stakeholders explicitly or implicitly related to INNVESTIO BV (society, consumers, workers, etc) Show less