Mark Hammond

• Managing and growing the Electric boosting business ; Electric turbochargers, Electric compressors

• Full P&L responsibility of business, transformation from start-up to production, building the strategy, including portfolio management, planning and negotiating on key leads, setting targets, managing sales, managing 130 people across 3 sites, across functions including manufacturing lines in the plants and suppliers. Customers included Mercedes, AMG, Audi, Hyundai, John Deere, FAW, Sinotruk, JMC, BYD and more.

• Reporting to leadership monthly including Board level presentations. Result: won new business worth +$700M, launched 1st Electric Turbo in the world: new technology, achieved A-SPICE level 1 and 2 accreditation

• Managed and transformed Garrett Korean entity for Turbochargers, Fuel Cells, traction drives; Commercial management (including negotiation) with Korean customers, Manufacturing, Finance, Engineering, Quality, HR, Purchasing, learning Korean culture, management style.

• Full P&L responsibility, sales over $150M in turbocharger technology for engines, managing over 250 people (2 sites), ensuring targets were met even during Covid (people, demand, supply)

• Grew key customer engagement with Hyundai on new product technologies: Hydrogen compressors, traction drives, software, cooling pumps. Result: Won +$180M new business programs, fixing launch issues, raising customer experience

• Business Transformational role. Created the Customer Experience (CX) strategy, constantly improving processes and systems, building a customer centric pull with strong collaboration across 6 key business functions (Manufacturing, Supply Chain, Quality, Engineering, Sales, Aftermarket) along with each country leader. Also implemented transformational projects covering sales processes and global customer interation training.

• Increased the impact of the UX team, creating a UX score for each IT process highlighting where the improvement opporuntities for each process were within Garrett.

• Drove the Net Promotor Score by coaching customer interfacing teams, using lean methodology with 6Sigma problem solving tools: walking the talk solving process issues directly with customers such as Perkins, BMW, Hyundai, Tata, Mazda. Result: NPS went from 19 to +60 over 48 months