Individual profiles

“If you want to achieve your vision, you have to show people how to turn the actions needed into specific steps and get middle management involved in the planning process. We have to get the sense of ownership, to excite and energise people.”

Hamdi Conger

As the Chairman of four portfolio companies, Hamdi Conger has a truly global remit.

Hamdi has most recently been appointed the Chairman of Mold-Masters, one of Canada’s most inventive manuacturing businesses.  The company makes the ‘hot runners’ that enable the manufacture of a vast range of plastic products and is pursuing rapid international growth.

Global expansion is also the hallmark of the three European-based businesses that Hamdi chairs for 3i:

  • Connecting technology provider NORMA Group has doubled revenue to €500m in two years through organic growth and two major acquisitions in Europe and the USA.
  • Hyva makes hydraulic systems for commercial vehicles.  Its revenues have grown three-fold to €446m since 2004 and it has opened new factories in China, India and Brazil.
  • AES Engineering specialises in designing and manufacturing mechanical seals.  A seven-times Queen’s Award winner, the company now has sites in 30 countries.

Before joining 3i as a Senior Adviser, Hamdi led growth and turnaround scenarios in a number of world-class companies.  At Alstom, he turned a new business concept into a worldwide division generating €900m of revenue a year, while at Allied Signal and Lockheed, he restored major divisions to financial health.

What is it about Hamdi’s approach that enables him to lead companies to exceptional results?  In his own words: “When I want to grow a company, the first thing I do is set the vision for the next five years.  We then train people in how to manage change, and assess where the business needs additional resources to manage growth.“

“If you want to achieve your vision, you have to show people how to turn the actions needed into specific steps and get middle management involved in the planning process.  We have to get the sense of ownership, to excite and energise people.”

Case studies