MATTI KARINEN

• Deep expertise in business transformation and turnarounds. Led major turnarounds in airports, agribusiness, pulp & paper, metals and mining
• 14 years consulting and business improvement experience including McKinsey & Company and Mercer
• Delivered results in Europe and Asia
• Master of Business Administration (Stanford), Master in Management (Helsinki School of Economics); BA in Business Systems.
• Speaks English, Finnish, Swedish, Norwegian, Danish, Indonesian, Russian and German

Matti has eight years consulting experience in Europe and Asia and six years of corporate performance improvement experience in Asia . Prior to PIP, he worked with Mercer Consulting in London , with McKinsey & Co in Helsinki , Stockholm , Kuala Lumpur and Jakarta , and as senior executive in two major Overseas Chinese business groups that dominate the pulp, paper and agribusiness industries in South East Asia and have large operations in China . Matti's professional interest focuses on operational improvement and turnaround situations. Of Finnish nationality, Matti has lived and worked the past 10 years in Asia-Pacific. 

CAREER SNAPSHOT

As an undergraduate, Matti was founder and president of a software house which grew to 30 full time engineers by the time he sold it to large national IT services company in Finland .

At Mercer Consulting, Matti' specified the implementation program of a sales force realignment that contributed to the turnaround of a well known medical equipment manufacturer in Germany .

At McKinsey & Company, Matti led teams on strategy, organization and management initiatives in process industries, airlines and telecoms, including such performance transformation challenges as:

• Reducing airport passenger and ramp services operating costs by 27% at an European airport

• Preparing reorganization of 40,000 employee Malaysian state owned business corporation

• Driving hands on management and skills improvement leading to 20% higher yield and healthy operating cash flow despite Indonesia 's financial crisis at the country's largest agribusiness conglomerate.  The scope of this effort included 300,000 hectares existing plantings, 500,000 ha land bank, 12 processing mills and 3 refineries.

At Sinar Mas Group, the controlling shareholder of Asia Pulp & Paper, performance improvement highlights included:

• Restarting management at Asia Pulp & Paper in Indonesia after operations paralysis during multi billion dollar debt crisis.

• Product restructuring, new management and workforce reduction to achieve turnaround from loss making situation of  processed consumer food manufacturer in China

• Installing new management and achieving turnaround in an edible oils processing company and its two refineries in China

• Instituting new chemicals, additives and fertilizer needs analysis, purchasing and transport practices.

At the RGM Group, owner of the world's largest single pulp mill, Matti reported to the controlling shareholder, driving hands-on specific transformation efforts that contributed to the group emerging with a very attractive cash profitability from a financial crisis period:

• Upgrading financial systems to produce actionable reports in 2 business days after month close, instead of inaccurate, unreliable data a month or late, at a 1.8 mio MT pulp mill on Sumatra

• Launching de-bottlenecking of the pulp process, with focus non-investment-requiring drivers such as failure and variability root causes, operating disciplines, maintenance planning and execution, maintenance stores optimization, fiber feedstock planning, chemicals and additives specification, purchasing and availability

• Implementing daily visual reporting of key raw material deliveries, inventory, production by stage, shipments, and a/r collections KPI's to Chairman, President and line management down to department heads, wiring in operating discipline and accountability

• Re-programming monthly management meetings from 3 days of discussion to one day of performance review, action plans and accountability

• Implementing standard operating procedures in plantations, mills and overhead support units

• Instituting review of 400 managers, selecting the core group of high performers to key roles, deciding retention or outplacement - now run on an annual basis by the Chairman

At PIP Matti has worked with metals processing and mining clients, diagnosing and specifying solutions for maintenance and transport improvements. 

EDUCATION
Matti holds an MBA degree from Stanford, a management Master's degree from Helsinki School of Economics, and a BA in Business Systems from Tampere University in Finland . Matti received signals intelligence training in the Finnish Air Force and graduated from the national Reserve Officer School . He speaks English, Finnish and Swedish and has a working knowledge of Indonesian and Russian.