Jozef TournelAssoziierter Partner
Jozef Tournel ist CHRO und Change-Management Project PMO Lead bei der SDC für Unternehmens organisatorische Änderungen mit Erfahrung in die Industrielle, Automotive, Finanz Dienstleistung ( Banken/ PE/VC) & ( Agro) Chemie Organisationen. Er hat Verwaltungsrat Erfahrung in Banken, Automotive & Industrielle Betriebe in Emea & Asien. Operative Leitung von organisatorische Überarbeitungen von Strategie, Prozessen, Strukturen, Human Capital und ökonomische KPI’s. Planung und Umsetzung von Veränderungen in der Entwicklung, Supply Chain, Produktion, Qualität HR, Finanzen & Business Services. Zielgerechte Umsetzung von Strategie in Aktionen zur Steigerung der organizatorische Effizienz, Profitabilität und Kunden / Mitarbeiter Zufriedenheit
|2022||Managing Partner Talent Design GmbH : Partner in Executive Search & Corporate Optimization & Restructuring|
|2014||HR Director EMEA & Global(Chemicals, Life Sciences, Banking, Automotive )|
|2000||HR Director in Europe (Food, Petrochemicals & HR Consulting services)|
|1994||Postgraduate in Financial Management, Antwerp University (BE)|
|1982||Bachelor in Strategic HR Management, Antwerp University (BE)|
1. Organizational effectiveness in a financial services institution
Jozef Tournel guided the organizational change of a financial institution in Emea region, focused on as well Retail, Private, Investment & Corporate Banking.
As part of an advisory/ board director role during 3 years, with responsibility for Nomination , Corporate Governance , Executive team development a process was started at the Bank to assess the Company Strategy, branding & marketing approach, regional development, critical commercial & regulatory processes , organizational modeling and finally Ebitda improvement and Risk containment.
Through the installed PMO Office, the different steps were defined strategically at board level and with the guidance of Jozef Tournel’s role as head of the PMO Office, effective implementation was insured through a detailed change implementation plan, over the period of 1 year. The bank’s strategy was updated, and staff was engaged around it. Critical client facing as well regulatory processes were optimized and integrated to speed up account openings and credit risk assessments. An African development model for corporate banking was designed and implemented in target countries. Risk processes at corporate level were made much more stringent, especially for non-listed companies in unstable economies.For private banking a third party asset management model has been implemented.
All combined efforts were implemented with a combination of existing key contributors as well fresh new talented executives.
Important positive impacts like investment grade financial ratings, improved Ebitda, better balanced between interest income and non-interest income, and a reduction of 50% of risky debt were realized in the first year.
From the Human Capital front, a high internal promotion ratio of 75% was reached after 2 years to stimulate the retention of top performers, voluntary turnaround brought back below industry standards and underperformers were outplaced.
All of this implemented strategies and actions resulted in an overall Ebitda growth of + 35% in the second year of implementation.
2. Organizational start-up in emerging markets region of an automotive offroad OEM
Jozef Tournel guided the organizational structuring of a large industrial OEM producer of offroad equipment in agri and construction equipment in the emerging markets.
A large industrial group had built up a solid market position in mature markets, with excellent technology, a good dealership network and was considered as reliable by its customers. However in the emerging markets it could not get properly positioned in the different MEA, CIS and Asia-Pac regions, being too much centralized and operating from the home country, being far away from the customer base.
From a financial perspective it was observed that the global taxation rates & costs structures were negatively influenced by having many operations in expensive countries and high supply chain & transportation costs.
As part of a global organizational decentralization project, an advisory team with Jozef Tournel was composed to develop and implement a strategic plan focusing on developing the emerging markets in a decentralized way.
Customer support centers were created from scratch in the main regions like Asia-Pac, Africa, Caucasus, Middle East and CIS Countries to develop and follow-up quality dealerships, parts suppliers and create leasing and trade finance options available for the end users .
Also manufacturing capacity was newly built or extended in those regions to produce higher volumes close to the customer and better control overall OEM production & supply chain cost.
This project took 1 year, and results were very visible already after the first year with sales & Ebitda up in the region + 25% the first year, + 50% in the second year. This resulted in interesting career opportunities for existing as well newly hired local key people, reduced taxation and a hugely improved cash flow and net profit for the following years.
This project took 1 year, and results were very visible already after the first year with sales & Ebitda up in the region + 25% the first year, + 50% in the second year. Interesting career opportunities for existing as well newly hired local key people, reduced taxation and a hugely improved cash flow and net profit for the following years.
Being based into the markets also had a very beneficial result in improved governance processes as well commercial, operational as financial, and contributed to the further positive development of the 4 brands of the company in the emerging markets.
This was widely recognized by the Board of the company.