Martin Weber

CEO @SPARETECH

Chicago, IL, US
EMAILS
m••••••••@sparetech.io
MOBILE NUMBERS
+91 *********19

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WORK HISTORY

Jan 2019 — Present

CEO @SPARETECH

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Chicago, IL, US

Spare parts intelligence for spare parts peopleOur AI-powered software enables manufacturing leaders to reduce MRO spend and inventory through accurate part information, internal transparency, and market visibility.

EDUCATION

2007 — 2010

Technische Universität Darmstadt

Bachelor of Science - BS, Wirtschaftswissenschaften

2023

London Business School

Entrepreneurship

2011 — 2013

Karlsruhe Institute of Technology (KIT)

Master of Science - MS, Wirtschaftswissenschaften

SKILLS

AutomobilindustrieConsultingUnternehmensführungProjektmanagementOptimierung Von GeschäftsabläufenAnlaufmanagementSchlanke ProduktionLogistikabläufeProject ManagementManagementMicrosoft OfficeStrategieSupply-Chain-ManagementUnternehmensstrategieProcess ImprovementLogistikUnternehmensberatungSupply Chain ManagementMicrosoft ExcelGeschäftsführung

ABOUT MARTIN WEBER

Manufacturers waste millions every year on spare parts they don’t need, with around 22% going unused for over five years. I co-founded SPARETECH to fix that.Our AI-powered MRO software helps global manufacturing leaders like Bosch, Porsche, and Nestlé reduce MRO costs, optimize inventory, and maximize uptime.As the Co-Founder and CEO of SPARETECH, I am passionate about redefining that largely untapped business of industrial spare parts. We\'re building a MRO (Maintenance, Repair & Operations) software that empowers manufacturers to secure spare part availability while keeping spend & inventory under control.With a rich manufacturing & supply chain background from Porsche and Lufthansa, I’m driven by my extensive industry knowledge and entrepreneurial mindset to drive long term growth.“Zero waste industrial sharing economy” is the vision we believe in at SPARETECH and I am personally excited to contribute towards that future. Let’s connect and explore how we can collaborate to make this vision a reality.

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