Tobias W Vogel

– Key member of Operations leadership team of Velcro companies, reporting directly to the COO. – Rolled out standardized S&OE and SI&OP process across business units and regions. – Championed SKU Rationalization efforts of the company as one of the primary strategic global initiatives of 2021 with about 70,000 SKUs already identified for global deactivation, as a first for Velcro Companies.

– Created sustainable, fit-for-purpose Global Supply Chain function from the ground up, encompassing 5 direct reports with more than 200 employees worldwide, with a global matrix for supporting processes (Systems & Analytics, Global Logistics, Global Demand & Supply Planning) and hemisphere execution. – Filled 12 global matrix roles within 3 months from inside and outside of the organization, successfully retaining key talent that otherwise was at risk of leaving the organization. Transitioned local, siloed, plant-specific material managers into global supply chain function in a highly collaborative way with minimal noise. – Drove selection of end-to-end supply chain planning tool and received Board of Director approval for one of the most impactful IT implementations in the history of the company which will support Integrated Business Planning for the company moving forward. – Built compliance as competitive advantage mindset, by adding 2 licensed customs brokers as part of global supply chain matrix, effectively minimizing compliance risk to Velcro Companies.

– Key member of Finance leadership team of Velcro companies, reporting directly to the CFO/COO. – Successfully stabilized North American service level deterioration due to COVID-19, by implementing operative Sales & Operations Execution (S&OE) process, improving service levels from 81% to 99%. – Reduced past dues by 75% during 2020 COVID-19 pandemic, while significantly improving past due aging and customer pain points. – Significantly decreased noise between Commercial and Operations through implementation of effective communication platforms and processes, with minimal check-ins by the Executive Leadership team. – Drove and implemented an integrated freight controlling concept, allowing for global transparency across all modes of transportation, incl. direct linkages from trial balance/chart of accounts to bill of lading. – Seamlessly transitioned Board of Directors payroll to new payroll provider with praise by Directors and CFO. – Promoted to Director, Global Supply Chain as a result.

– Key member of Finance leadership team of Velcro companies, reporting to CFO or Corporate Controller. – Project lead for key restructuring initiatives of Velcro companies together with a high-profile Deloitte team, including full legal entity structure redesign, implementation of 13-week and long-term cash-flow forecast, as well as tracking of key restructuring initiatives. Key support for new CEO and Corporate Controller. – Led audit tender process, directing and facilitating the first formal tender process for the company in decades. – Led global team of 3 direct reports and 3 dotted line reports across the globe (Americas, APAC, EMEA), including multiple additional indirect reports within the holding companies up until end of 2017. – Delivered annual report for the Velcro Group of Companies on time and with the least number of findings in the history of the company. – Prepared CEO commentary for the President’s report delineating overall company performance to the Board of Directors, while harmonizing and finalizing all routine quarterly inputs to the President’s report with minimal final edits by CFO and CEO. Prepared Audit and Risk books for the Audit and Risk Committees of the Board of Directors. – Supported enterprise valuation efforts by third party advisor and ensured accurate corresponding disclosures in Annual Report with regards to executive compensation. – Consistently and successfully drove role clarification efforts around F&A, FP&A, operations finance, leading to the creation of a new global FP&A function as well as the hire of a dedicated technical accounting resource and the active development of the operations finance function.

– Global team leadership of 3 direct reports and 3 dotted line reports across the globe (Americas, APAC, EMEA) – Delivered Annual Report for the Velcro Group of Companies on time and with the least amount of findings in the history of the company – Led Purchase Price Allocation (PPA) efforts through liaising with PWC for acquired group of companies including Alfatex and Gevaert Bandweverij in Europe (Deinze, Belgium) – Consistently and successfully drove role clarification efforts around F&A, FP&A, Operations Finance, leading to the hire of a new global FP&A resource and the active development of the Operations Finance function – Developed and implemented “Rules of Engagement” concept of global cost center ownership, spanning globally agreed upon business cases with process logic, purchase requisition and purchase order process logic combined with signature authority limits by global cost center and natural account assignment – Provided Technical Accounting Guidance to the Velcro Group of Companies worldwide in areas such as IAS 16 PP&E, IAS 19 Employee Benefits, IAS 38 Intangible Assets, IFRS 15 Revenue, and IFRS 9 Financial Instruments – Comprehensive global policy development, from IFRS research, organizational viability assessments, global review and approval processes to supporting Oracle EBS report developments (Inventory Valuation Policy, Capitalization Policy, Global Purchasing Policy Improvements, among others)

- Control North American $150M sales operations and spearhead strategic development efforts to establish and implement sound business plans, encompassing 3 locations and more than 30 operative cost centers - Oversee $300k+ own cost center budget and up to two senior analysts, manage daily activities and long-term strategic growth - Interface with Division Board to present new growth initiatives and report on regional progress and result development - Controlling support for business development/new product market strategies - Repositioned Spare Part Business, improving result by more than $300k in first year after repositioning - Improved consistency and lowered sales forecast process time by 50% by devising new efficient process and database for all major stakeholders - Champion SAP CO/CO-PA migration/merge effort, driving merge throughout full project lifecycle

- Supervised coordination of 14 separate manufacturing entities and directed staff of up to 4 senior analysts - Served as process coordinator for entire worldwide division, responsible for $4B in turnover and strategic business planning activities - Created and presented comprehensive presentations for division CFO and Board of Management - Led successful integration of newly acquired boiler companies into centralized corporate controlling system - Lowered process time by 15%+ by leading the redesign of company’s worldwide business planning process for Thermotechnology division, composed of 13K+ associates - United geographically disparate operations by crafting and distributing worldwide guidelines to assist controlling organizations and better understand designated functions

- Orchestrated worldwide volume and turnover planning activities for corporate controlling department - Drove series of high-profile engagements through completion, keeping development on time and within budget - Accelerated process time by 80% by leading a $1.5M project that introduced new worldwide volume and turnover planning strategy, drove conversion from excel-based solution to a SAP BW based model - Assured successful completion of multi-site SAP SD-Account Determination IFRS project for multiple division subsidiaries impacting $1B+ in revenue postings - Conducted operative FP&A function by products and countries with responsibilities for profitability calculations for product country variants, quoting strategy for project business vs. standard products and systems, general profitability analyses encompassing full P&L statement

- Prepared, coordinated, and conducted Bachelor and Master level lectures in Organization Science and International Management including Seminars in International Mergers & Acquisitions, International Issue- and Stakeholder Management, and served as advisor of Master’s theses - Coordinated international conferences for the Commission of International Management within the Association of German Professors of Management with up to 80 participants