Bogdan Gardetskyi

Hands-on COO with 15+ years leading industrial manufacturing organizations through post-acquisition transformation, operational performance recovery, and capability build-up for scaled growth. Proven record of running multi-site operations (200–1,200+ employees) across chemicals, FMCG, industrial production, and high-growth manufacturing in Poland and CEE. Track record of full P&L turnaround, building management teams from the ground up, and embedding KPI-driven performance culture.

Direct, execution-focused leader who earns trust on the shop floor and partners credibly with group-level ownership. Based in Warsaw with deep CEE operational network and EU work authorization.

Chief Operating Officer — EU at Ajax Systems Poland (2024-05 – Present)

Full ownership of EU operations across Poland (direct team), France, Netherlands, and Italy (matrix): manufacturing-linked logistics, warehousing, distribution, order management, customer service, and IT/ERP. Reports to Group CEO.

Manufacturing & Supply Chain Director at Biosphere Corporation (2021-03 – 2024-04)

Strategic and operational ownership across 7 production divisions and 800+ employees: manufacturing performance, supply chain, cross-border M&A integration, and organizational capability development.

• Post-Acquisition Integration: Appointed integration lead for the post-acquisition turnaround of Alufix SRL (Romania): reset governance, stabilized manufacturing operations, and delivered full value-creation agenda within 6 months.
• Operating Model Build: Designed the manufacturing and supply chain operating model for a new industrial division from inception — establishing production planning, sourcing, inventory control, and supplier governance frameworks.
• Lean & Capacity: Deployed enterprise-wide Lean and Autonomous Maintenance programme, increasing operational efficiency and production capacity by 17%.
• Quality & Cost: Implemented quality management system reducing scrap from 3.7% to 0.5%, delivering USD 1M+ in annual cost savings and measurable customer quality improvement.
• Business Continuity: Led complete relocation of manufacturing and warehouse assets within 2 months, maintaining uninterrupted operations throughout a complex restructuring.

Manufacturing Director at Smart Holding · Veres Group (2019-10 – 2021-03)

Full ownership of manufacturing, supply chain, and logistics performance across 3 sites. Mandate: cost transformation, service recovery, and productivity uplift.

• Service & Cost Recovery: Elevated customer service from 82% to 96% and reduced direct costs by 15% through governance redesign, organizational restructuring, and process standardization.
• Productivity & Quality: Delivered USD 2.3M in annual savings through productivity uplift (+13%) and scrap reduction from 6.8% to 0.3% within 3 months.
• S&OP & Working Capital: Built and institutionalized S&OP and inventory management discipline, generating USD 1.3M in annual savings.
• Automation Investment: Led strategic automation project delivering USD 560K in annual savings.

Interim General Manager at Polyprom Group (2018-02 – 2019-10)

Appointed by ownership on a full-scope General Management mandate to lead enterprise turnaround across Sales, Finance, Manufacturing, HR, R&D, and Engineering. Reported directly to the Board.

• Operational Restructuring: Redesigned the operating model and restructured the overhead base, generating ~€3M in annual savings and reducing overheads by 37% — building the cost foundation for sustainable growth.
• Production Performance: Increased production output by 23% through enterprise-wide Lean implementation, performance management framework, and shop-floor capability building.
• Cost & Process Engineering: Reduced direct production costs by 27% through manufacturing modernization, process reconfiguration, and targeted CAPEX deployment.
• Management Team Build: Led the full executive team across 6 functions and 1,200+ employees, rebuilding management accountability, decision-making cadence, and reporting structure — restoring operational and commercial performance.

Plant Manager at SC Johnson (2015-08 – 2018-01)

• P&L & Cost: Reduced conversion costs by 28% — labour (−7%), utilities (−25%) — delivering significant site-level P&L improvement.
• Operational Excellence: OEE 71%→85% via full-site Autonomous Maintenance; rebuilt Lean operating system, implementing SMED to cut changeover time by 65% and scrap by 42%.
• Energy Programme: Energy reduction programme decreasing site consumption by 41%.

Manufacturing Manager at Polyprom Group · Chemical Plant (2012-10 – 2015-06)

• Quality, Capacity & Capital: Implemented quality control system (rejects −60%, USD 460K savings); modernized ethyl acetate production with Lean (+40% capacity); developed CAPEX business cases of €2.2M and €28M (annual impact up to €7M) presented to Board.

MSc in Engineering – National Technical University (2004)

Business Administration – National Technical University (2005)

Corporate Finance – International Institute of Management (2007)

Project Management Professional (PMP) · PMI · ID 1816940