Phase 3: Automotive.

Shareholders of Vialle Beheer assigned me on interim basis to analyze the structural losses and the necessity for proposed investments. I replaced the Director on interim basis and presented a solid business plan. A restructuring, reducing staff from 170 to 110, as-well as a drastic cost reduction were essential to survive. Of course a strong focus of sales on healthy activities was elementary to the succes. Vialle’s turnover was € 21 million. I wrote an extensive business plan to attract new investors as it was essential to re-boot the company.

Vialle Alternative Fuel Systems was born and owned by a group of investors of which Nimbus Hands-on-Investors claimed a leading role. I was appointed for 1.5 year to create a turnaround. By 2003 the turnaround was a success, with a growth of turnover and margin, a positive cashflow, risk balanced turnover and strategic alliances with Shell, VW, Hyundai and Ford. The modularized program resulted into a restructuring of the distribution. Meanwhile, we moved facilities and implemented a new ERP-system and started a joint-marketing venture with Shell. A new brand GasFX was created, supported by a large promotion campaign e.g. on TV and Radio.

In 2003 I organized a Management Buy Out and became the major shareholder, allowing one investor to hold position and the management team to participate. The staff varied in these years between 80 and 160, reaching a turnover level of € 35 million in 2007. In 2008 the international financial crisis caused a full stop in the market and consequently the need to consolidate, restructure and attract additional capital. The market recovery delayed due to new unforeseen issues, such as the impact on the industry of the diesel scandal and the sudden market share of new technologies. In 2015 a restructuring seemed essential.

I committed myself to the new owner of Vialle Autogas Systems, Monarch Holdings. Whilst existing retrofit markets disappeared, new potential markets such as South America, Ukraine and Russia were developed. With the fast growth in the acceptance of Electric Cars, Vialle had to secure its position with the development of a game changing product for the large market of petrol DI-engines. In the development phase I contracted one of world’s leading car brands to introduce Vialle’s technology in their standard product portfolio. Since Vialle’s shareholder’s scope became purely technology driven, my further contribution would be limited.

From 2008 until 2013 Peter was Board Member of the Dutch Automotive Technology Centre, a cluster organization stimulating and organizing technology, innovations, cooperation and networking within the automotive industry. ATC was the basis for RAI AutomotiveNL.

In 2022 Peter supported ArenaRED in writing a Business Plan to attract investors, enabling further product development, fast business growth and focused market segment positioning. The unique combustion pressure based control engine management innovation is a breakthrough in combustion technology, enabling diesel engines to run on renewable fuels with higher diesel replacement rates (99%), higher efficiency (+6%), lower emissions and (50%) less noise.