The Situation

Mission: Interim Chief Transformation Officer & Deputy CEO

Evac is the global market leader, with a 55% market share, in the provision of environmentally friendly waste, wastewater and water management systems for the marine, offshore, and building industries.

Established in 1979, Evac is headquartered in Espoo, Finland. It provides fully integrated sanitation systems from producing fresh water to processing polluted water and dry waste on board virtually every type of vessel. The cruise sector is Evac’s principal market.

With a turnover of €160m and a €31m EBITDA the company has employees in 14 countries across 19 offices. It owns assembly and manufacturing units in China, France, UK and USA.

Its challenge is to build a €1bn operation while maintaining 25% margins

Other challenges included the integration of new acquisitions, the creation of new delivery capabilities and the setting of KPIs.

The current management team was good but overstretched. An injection of leadership and new thinking was required. The client asked that the candidate be an ‘innovator,’ a ‘change agent’ and able to create an ‘engine of continuous improvement.’

The Solution

It was agreed that a transformational chief operating officer was needed to take strategic deliver from ‘good’ to ‘great’.

WIL Group worked with the client in London and Helsinki to create and refine the brief.

Dr. Reinhard Schiebeler was subsequently appointed from our German talent pool. Reinhard comes with a strong industry background: 8+ years as Vice President Operations & Supply Chain at GLATFELTER GmbH (Composite Fibers Business Unit) – a $1.7bn business with 4,300 employees. Previously, he was Director of Operations at Phillip Morris International.

The Result

Reinhard launched a major project called ‘New Horizons’ to eliminate operational inefficiencies. The project had a clear structure that received full leadership backing.

The project is a major step forward for Evac and will vastly improve its market position.

Reinhard and his team identified and scoped out 100 key elements to the transformation programme.

He also worked closely with the CFO to implement a new ERP system across the organisation.

Coaching and support was provided to colleagues at all levels within the organisation to help retain key people and encourage all colleagues to embrace and drive change.

Reinhard also supported the new CEO and even after the assignment ended continued to provide guidance and advice.

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