Fabrice Pelzer

As CEO of MKB, I oversee the full strategic, operational and financial leadership of a metallurgical company specialised in the production of high-performance rolling-mill cylinders for the global steel industry. My mission is to stabilise the company financially, improve industrial performance and position MKB as a long-term reliable partner for major steel players. Key responsibilities include: • Leading the company’s transformation and defining its long-term strategy • Improving production efficiency, quality and delivery performance through lean and process optimisation • Strengthening financial structure: cash management, banking relations, cost control and investment prioritisation • Managing key customer relationships (ArcelorMittal, Jindal, Aperam, etc.) and securing strategic contracts • Steering supply-chain resilience, planning performance and operational flow optimisation • Developing the management team, building technical capabilities and reinforcing the organisational culture • Deploying digitalisation initiatives, ERP improvements and data-driven performance management • Ensuring safety, compliance, governance and alignment with shareholders My focus is to drive sustainable performance, restore competitiveness, strengthen internal processes, and lead MKB through industrial, financial and strategic transformation.

As Director at Resultance, I led strategic and operational transformation projects across industrial, telecom, transport, financial services and retail sectors. My role combined executive advisory, operational excellence and team leadership, with a strong focus on measurable results and sustainable performance. I delivered significant productivity gains (+20% to +30%), improved profitability, redesigned financial and operational processes, and strengthened supply-chain and maintenance performance for large organisations. I implemented lean methodologies (5S, SMED, Takt Time, Visual Management), reduced operational costs, optimised stock strategies and introduced BI dashboards and KPI frameworks to support data-driven decision making. I also led the reorganisation of accounting and finance departments, improved analytical structures, enhanced forecasting accuracy, and supported executives with strategic analysis and prioritisation. In parallel, I managed the implementation of digital tools such as maintenance management systems, CRM solutions and inventory platforms, and improved ERP data governance (SAP, Exact, Navision). As a team leader, I supervised consultant teams, ensured project profitability and client satisfaction, developed consulting methodologies and contributed to capability building within the firm. My work consistently delivered operational impact, stronger financial performance and long-term organisational improvement.

As Finance, Administration and IT Director of Detry Group—a €250M food industry group with 1,400 employees and 12 subsidiaries—I played a key role in strengthening the company’s financial stability, operational performance and long-term strategic development. I led the financial strategy through the 2008 commodity crisis, improved cash-flow forecasting and secured financing for seasonal activity cycles. I implemented full costing models for the meat and charcuterie divisions, helping to optimise the product and customer portfolio and increase overall profitability. I supported investment decisions, led mergers within the group, contributed to the sale of a major business unit and helped create a new logistics subsidiary. On the operational side, I introduced a culture of lean and continuous improvement, delivering +30% productivity in key areas. I reduced machine downtime by 50% through preventive maintenance programs, first-level maintenance and standardised operating procedures. I also piloted the implementation of the group-wide supply-chain organisation and introduced takt-time and standard calculation methodologies to improve planning accuracy and production flow. As IT Director, I defined the group’s digital strategy, selected and deployed the new ERP, improved project planning, strengthened agile delivery practices and enhanced development performance. I ensured the alignment of IT systems with operational and financial needs, enabling better data quality and decision-making. Overall, my role combined financial leadership, operational excellence and digital transformation, contributing to the group's resilience, profitability and strategic growth.

Operational Excellence & Lean Transformation Delivered productivity improvements of +20% to +30% in automotive, aerospace and industrial manufacturing. Implemented Lean methodologies: 5S, SMED, Takt Time, Visual Management, Standard Work, TPM. Reduced set-up times by up to 20% through SMED and process optimization. Skills: Lean Manufacturing • Continuous Improvement • Operational Excellence • Productivity Supply Chain Optimisation Improved stock turnover (+15%), inventory accuracy and working capital. Optimized production planning, shop-floor balancing and bottleneck management. Reduced lead times by improving S&OP, demand forecasting and load planning. Skills: Supply Chain • S&OP • Forecasting • Inventory Optimization • Production Planning Performance Management & Digital Tools Built BI dashboards, KPIs and reporting tools for executives and operational teams. Deployed and optimised ERP systems (SAP FI/CO/MM, Exact, Navision) to align processes with business needs. Improved data accuracy and decision-making through stronger MRP, BOM and routing structures. Skills: ERP (SAP FI/CO/MM) • BI • KPI Development • Data Governance • Digitalisation Strategic Analysis & Management Support Supported management with strategic reviews, performance analysis and profitability assessments. Contributed to mergers, integration projects and financial process reviews. Conducted sourcing optimisations (6 levers) leading to cost reductions up to 5%. Skills: Strategy • Financial Analysis • Sourcing • M&A Support • Executive Advisory Team Leadership & Change Management Led consultant teams (up to 10 people) and ensured results, client satisfaction and project profitability. Trained operational teams in lean tools, performance culture and continuous improvement. Skills: Project Management • Leadership • Coaching • Change Management • Client Management

As an Auditor at BDO, I carried out statutory audits, financial reviews and special assignments for companies in various sectors. My work included analysing financial statements, assessing internal controls, performing compliance checks and preparing audit reports for management and external stakeholders. I also participated in special engagements such as mergers, acquisitions, business valuations and restructuring projects, providing financial insight and analytical support. In addition to audit work, I contributed to consulting assignments focused on ERP implementation and process improvement, particularly around SAP and Exact. This included reviewing financial processes, mapping workflows, identifying inefficiencies and supporting clients in aligning their accounting structures with best practices. This role strengthened my technical foundation in accounting, financial analysis and risk assessment, while giving me valuable exposure to corporate transactions, process optimisation and ERP transformation projects.

As a Senior SAP Consultant at Accenture, I was responsible for redesigning financial and supply-chain processes and implementing SAP FI/CO/MM across major international clients in the pharmaceutical, chemical, energy and industrial sectors. I worked on full-cycle implementations from requirements definition to go-live, ensuring alignment between operational needs, financial structures and system configuration. I collaborated with finance, controlling and logistics teams to analyse business processes, build target operating models and configure SAP modules to support improved accuracy, transparency and efficiency. I led workshops, defined functional specifications, performed integration testing and supported data migration and validation activities. I also delivered end-user and key-user training, strengthened internal controls, improved reporting structures and contributed to the standardisation of group-wide processes. My work supported clients such as AstraZeneca, Enichem, Tractebel and Umicore in modernising their systems, reducing manual work, improving data reliability and enabling better decision-making. This role strengthened my expertise in ERP transformation, process optimisation, change management and cross-functional collaboration in large, complex organisations.

93-94 Financial accounting departement 94-96 Internal consultant for SAP