Stepan Csiba

• Strategic role focused on defining and overseeing the company’s operations, ensuring alignment with long-term goals.
• Relied on a functional management team to run day-to-day operations, allowing the company to operate independently.
• Monitored and evaluated the return on financial investments as the primary responsibility.
• Focused on the company’s overall direction while ensuring its sustainable growth and profitability.

Division Director, Actum Digital

• Responsible for establishing a new division within Actum Digital, operating as a standalone unit with its own P&L, revenue streams, and cost management.
• Led the creation of a new team, including delivery and sales units, while actively seeking synergies with other divisions to enhance overall efficiency.
• Managed the financial performance of the division, including cost control and revenue generation, with direct responsibility for sales.
• Monitored industry trends, developed marketing materials, and defined service offerings focused on the digital and operational transformation of businesses using modern technologies.
• Oversaw comprehensive company management, emphasizing operations, processes, and delivering value to customers, while defining market strategy and revenue streams.
• Regularly reported results and key performance indicators to the company board.
• Built partnerships with other divisions to leverage collective strengths in developing comprehensive solutions for clients'' needs.
• Focused on achieving operational profitability as a primary objective.
• Drove innovation within the division by fostering a culture of open feedback, creative thinking, and calculated risk-taking among team members.
• Facilitated knowledge sharing by organizing regular workshops, trainings, and team-building activities that promoted continuous learning and improvement.
• Promoted diversity within the division workforce by recruiting top talent from diverse backgrounds and championing inclusive policies.
• Mentored junior staff members, fostering professional growth and building a strong talent pipeline for future leadership positions in the division.
• Managed cross-functional teams for successful project completion within budget and ontime.
• Increased revenue generation with an innovative sales strategy incorporating customer insights and market trends.
• Managed the division''s long-term strategy, aligning goals with the wider organization to ensure a cohesive approach to achieving shared objectives.
• Provided strategic direction for team of 3 direct employees.
• Launched staff engagement, gender diversity and cultural programs in addition to robust reporting tool that increased operational quality.

Co-defining and executing company transformation aiming to build a new division for rail modernization and vehicle renting services. Leading strategic projects consisting of establishing Business Operating Model, transformation old processes into new age company and performed BD activities. Plus, executing daily operation about establishing and leading new production facility in Prague, reorganizing the Business department, and other operational projects.

Responsible for

• Establishing PMO office with execution
• Defining Business Operating Model (TO 40m EUR/y)
• Creating and managing new BU (TO 12m EUR/y)
• Executing Business Strategy 21 (TO 7m EUR/y)
• Leading process changes in CRM, SCH, and Production

Delivered 6 Supply Chain interim, improvement and optimization projects across multiple industries (especially automotive, heavy, textile, food, pharmaceutical industry) in different countries (RU,HU,AU,PL,DE,SK). Partly leading Business Development of Supply Chain team. In projects and BD focused on Interim management, Procurement, Production, Logistics area of optimization expertise. Developed the product Supplier Risk Mitigation (SRM), earned approx. 75K EUR.

Responsible for

• Leading and delivering 5 projects (300K EUR)
• Managing and satisfying client expectation
• Analyzing clients’ problems and designing new solutions
• Learning and sharing global best practices
• Validating project deliverables
• Leading and training project team members
• Representing Deloitte on events
• Developing new services as products
• Business development (100K EUR)

Leading business department (Purchasing and Logistics) with 49 subordinates. Responsible for budget volume €5,4M. Material cost saving €0,8M. Implemented systems of lean principles and processes to improve efficiency (reduced 4% of stocks, increased admin capacity by 7%, reduced 20% of picking time and 5% of overhead costs). Implemented KPI evaluation processes for whole department. Implemented basic WMS system within logistic department. Daily communicated with stakeholders.

Responsible for

• Establishing cost parameters and budgets
• Creating new relationships with suppliers
• Leading complaint policy & enforcement of critical claims
• Developing purchasing plans
• Negotiating the contracts for critical components
• Reducing inventory
• Operational leading team of 6 Managers

Managing R&Đ rail project for Deutsche Bahn. Successfully created prototype unit. Budget responsibility €125M. Leading 15 project team members. Dealing with internal and external legislative and contractual obstacles on customer and supplier side. Transferred 1/3 part of stock and production to parent company with €9,5M budget. Worked in multitasking mode.

Responsible for

• Setting and checking up project plan
• Analyzing risks and creating mitigation plan
• Setting and controlling KPI for R&D, Procurement, Production and Quality Department
• Profit & Cost benefit evaluating and reporting to shareholders
• Problem analyzing and making decision or measurement
• Optimizing internal processes with lean principles