Achim Dohl
Head of Operations
Experience
Jul 2022 - Present
3 years 1 monthHead of Operations
ZEISS Vision (Vision Technology Solution, VTS)
- (Production, Strategic Sourcing, Global 2nd Level Service, SCM, Logistics, Life Cycle Management, QA, Launch Prep), 25 FTE
- Medical devices according to DIN ISO 13485, MDR FDA & MDSAP, for ophthalmology and opticians (refraction, centration, hardware, software)
- Bridged management vacancy
- Design transfer for two R&D key projects
- Built KPI dashboard
- 2023 delivery capability master plan
- Established life cycle management
- Led and further developed global service
- Coached high-potential candidates
- Developed strategic sourcing
Feb 2022 - Jun 2022
5 monthsManaging Director & COO of Midge Medical GmbH
Midge Medical MPS GmbH
- (BD, Sales, Marketing, Purchasing, HR, Finance, IT, Legal), 45 FTE
- Molecular diagnostics
- Emergency plan and implementation of measures for IVDD, DIN ISO 13485 certification
- Founded Midge MPS GmbH, launched a molecular test in May 2022
- First beta customer studies
- Set up sourcing team and key suppliers
- Implemented ERP system
- Defined value proposition
- Strategy shift from "device-driven" to biochemistry application
- Product homepage (IVDD proof) in 5 weeks
- Investor relations strategy
- Established focus customer group
- Finalized business plan including sales & distribution, service and customer success team
Jan 2020 - Jan 2022
1 year 1 monthMD & Co-Founder, COO plus Sales & Services, HR
DasLab GmbH
- (Software platform, SaaS, 32 FTE)
- IP platform for diagnostic tests
- €2.3 million revenue, 500,000 tests in the first year
- Breakeven in 8 months
- Defined value proposition
- Implemented partner network (150 in-company testing locations, 50+ partners)
- 250,000 tests in three months on the platform
- Implemented additional diagnostic tests
Sep 2020 - Dec 2020
4 monthsCOO
DasLab GmbH
- Implementing SaaS for Covid-19 testing
- Opening own test centers
- Implementing partner network (TUI, DRK, Johanniter, labs, logistics)
- HR, hiring first employees
Aug 2020 - Sep 2020
2 monthsInterim Manager, COO
RPR Group
- Business strategy development
- Covid-19 testing for corporate clients
Jan 2020 - Feb 2020
2 monthsInterim Manager, Senior Consultant for Partner Management at Karl Storz SE & Co KG
SH PARTNER Trusted Executive Advisors
- Business development
- 3 partner management projects in healthcare
- Partner management with the Getinge Group
- Realization of innovative ideas in project business (Hospital ONE)
- Cooperation with consulting firm Unity
Jan 2018 - Dec 2020
2 years Berlin, Germany
Fixed-Term Contract, Global OR1 Integration and Digital Services
Karl Storz SE & Co KG
- Medical technology (227 employees, €132+ million revenue)
- Led the OR1 profit center: software and hardware development, sales, marketing, product management, purchasing, planning, order fulfilment, production, service installation and controlling across four locations
- Focus on global project sales
- Worldwide growth <25%, all-time high in 2019 across 80+ countries (+€27 million)
- Material savings of another €12.7 million
- Pre-launch: App Store – Surgical Information System
- Completed redevelopment of the entire product portfolio
- Final adaptation of the OR1 Business Unit to the changed global corporate structure (generational transition Dr. Storz)
- Reorganized Houston (TX) site – OR Integration and Digital Solutions
- Business development – strategic partnerships
Jan 2015 - Dec 2017
2 years Berlin, Germany
Interim Manager, Global OR1 Integration and Digital Services
Karl Storz SE & Co KG
- Medical technology (227 employees, €120+ million revenue)
- Led the OR1 profit center: software and hardware development, sales, marketing, product management, purchasing, planning, order fulfilment, production, installation and controlling across four locations
- Global technical project sales
- Restructuring into a worldwide unit
- Recruiting staff
- Site relocation
- Established a procurement organization
- “Stop the Bleeding” program – implemented immediate measures in development projects and completed further measures
- Reorganized Berlin Digital Services and Karlsruhe OR Integration sites
- Strategy development, team building
- Improved results by €10 million in the first year
- Redeveloped entire product portfolio
- Overhauled the entire product portfolio in the second year for market attractiveness and cost
- Future roadmap – digital transformation (e.g. from hardware video conference to app store)
Jan 2015 - Dec 2015
1 year Berlin, Germany
Director Operations & Investor
S- CAPE GmbH (now Caresyntax)
- OR digital solution, medical technology
- Led software and hardware development, materials management, production, logistics, service, quality, HR and controlling
- Built HR and hardware/software development
- Recruited over 30 employees
- Site relocation
- Established procurement organization
- Executed technical projects in Singapore, Morocco, Bamberg, Leipzig (each €300–700K)
- Implemented a service organization
Mar 2014 - Dec 2015
10 months Reichenbach im Vogtland, Germany
COO and Plant Manager
S- CAPE GmbH
- Digital Operating Room Solutions – medical technology startup (35 employees, €7 million revenue)
- Crisis management, restructuring and business coaching
- Turnaround in 4 months in 2014
Jun 2013 - Dec 2015
1 year 7 months Hamburg, Germany
Project Manager
Hauni Maschinenbau AG, Baltic Metalltechnik
- (400 employees, 350 CNC machines, €50 million COGP)
- Lean in CNC manufacturing, shopfloor management, change management
- Focus on reducing lead time from 45 to an average of 18 days
Mar 2013 - May 2013
3 monthsBusiness Coach, Quality Manager
DILAS
Dec 2012 - Present
12 years 8 months Weinheim, Germany
Self-employed
Interim Solution – Achim Dohl
- Interim management
- Change manager for (re)structuring
- Turnaround and growth management
- 50+ international transformation projects
- Execution in development and operations
- Digital transformation
- E-health enabler and advisor
- Startups
Jul 2008 - Nov 2012
4 years 5 months Chennai, India
Managing Director
R. Stahl AG
- Market leader in explosion protection in the Hohenlohe district, €290 million revenue, responsible for 1,000 employees worldwide
- Produces electrical and electronic safety technology for explosive environments: controls, lights, terminals, automation technology and complex systems custom-designed or serial-produced
- Highest product variety, deep manufacturing integration, 650 active suppliers, global logistics (assembly, switchgear and control cabinet construction, sheet metal and surface treatment, CNC manufacturing, plastics, electronics, toolmaking)
- Led entire operations across eight sites in Europe, Asia, USA as member of the Executive Board (COO)
- Managing Director of R. Stahl Schaltgeräte GmbH in Waldenburg, €150 million revenue
- Chairman and Director of the Board of R. Stahl (P) LTD India in Chennai (R&D, marketing, sales, IT, operations)
- Until 05/2010 Vice President Operations
- Defined operations strategy and R. Stahl India strategy, SWOT analysis
- Leadership and communication on an international scale
- Structured the German company
- Policy deployment
- Full lean management across all areas
- Shopfloor management
- Leadership coaching and assessments
- Established engineering and production in Malaysia
- Acquired Cliffort & Snell (UK) with site relocations
- M&A projects in Stavanger (NOR) and Chennai (IND)
- Growth peak in 2012 (€290 million)
- Growth increase in 2011 (€240 million)
- Turnaround in India 2011 (revenue doubled to €8 million)
- Increased delivery performance by 50% (all-time high 2011) through lean production in Waldenburg and Weimar
- Doubled profit in 2010 (EAT from €5.6 to €10.5 million)
- Cash flow improvement of 74% in 2010 (€8 million)
- Achieved global market leadership in system business
- €2 million savings in material and logistics costs
- Navigated 2009 financial crisis with respectable EAT
Feb 2002 - Jun 2008
6 years 5 months Tuttlingen, Germany
Head of Motor & Container Plant
B.Braun – Aesculap
- Medical technology in Tuttlingen, innovation leader. Responsible for €130 million revenue, 320 employees
- Produced mechanical and electronic motor systems, surgical instruments, sterilization containers, navigation for endoprosthetics
- High product variety, maximum manufacturing depth (assembly, electronics, sheet metal processing, forging, CNC), 400 active suppliers
- Active plant and staff leadership (change impulses, communication, leadership, quality awareness)
- Operations strategy, SWOT analysis
- Implemented lean management
- Implemented TPM
- Applied TQM and introduced quality control loops ensuring all GMP, FDA and DIN ISO 9000ff regulations
- Rolled out international Aesculap Production System (Germany, Poland, Malaysia, France)
- Coached staff and executives abroad
- Policy deployment and SWOT analysis
- Shopfloor management
- R&D project: production process for intracranial pressure sensor
- Reduced manufacturing costs by €400K/a
- Revenue growth of 30% (€30 million) in three years
- Lead time reduction by 50% (e.g. sterilization containers in 2 days)
- Inventory reduction by €13 million
- Halved complaint rate (3000 ppm)
- Created a learning organization
Jul 1998 - Jan 2002
3 years 7 months Remscheid, Germany
Head of Corporate Quality
Joh. Vaillant
- Heating and hot water technology in Remscheid. Winner of the German Quality Award (EFQM)
- Led 22 employees and a Europe-wide matrix organization with 60 managers (assembly, sheet metal processing, CNC, electronics)
- Directed process-oriented organization, methods and processes for strategy, innovation, production, marketing and administration
- Decentralized R&D, quality, methods and Vaillant-Hepworth M&A project
- Reengineered marketing process (segmentation, positioning, customer care)
- Strategy definition, SWOT analysis, target agreement process
- Training needs analysis and personnel development
- Ensured standards (DIN ISO 9000ff) in five plants
- Designed and delivered training
- Production methods and process management
- Rapid defect elimination in R&D with 104 developers
- Benchmarking
- Responsible for product liability (monitoring, communication, decision-making)
- Executive member of European Foundation of Quality Management (EFQM) in Brussels
- Saved €10 million
- Halved complaint rate
- Reduced development time by 50% (<12 months)
- Decentralized into centers of excellence
Apr 1995 - Jun 1998
3 years 3 months Berlin, Germany
Quality Manager (DE and CZ) and Deputy Plant Manager “Second-in-Command”
Emerson Electric (Copeland)
- Compressors and units for HVAC manufacturing in Berlin and responsible for Kolin (CZ). €55 million revenue, 16 and 200 employees respectively (assembly, CNC)
- Applied Kaizen
- Lean management (CNC, assembly, test field, logistics)
- Industrial engineering
- R&D – product maintenance
- Implemented DIN ISO 9002 certification
- Introduced QM software
- Continual productivity increase of 8% p.a.
- Reduced customer complaints by 65%
- Reduced quality costs by 46%
- Implemented demand flow technology (15% ROI, zero WIP, turnover rate 25)
- Reduced lead time by 50%
- Inventory reduction by 70% in four years
- International projects (UK, USA, Belgium)
- Production relocations to Czech Republic (joint venture and M&A project)
Jun 1994 - Mar 1995
10 months Birkenwerder, Germany
Supplier Engineering for Mail Processing and Shipping Systems
Francotyp Postalia
- Quality planning and management
- Implemented supplier management
- Reorganized quality teams
- Shopfloor process optimization following Prof. Dr. Wildemann
Dec 1992 - Sep 1996
3 years 10 monthsSelf-employed with Start-up
Baumgärtner und Partner GmbH and DGU Consulting
- Developed and marketed optical systems for retail (Metro Group, Wertkauf)
- Cooperations with Visolux Elektronik, Hewlett Packard, Oracle, Comshare LTD.
- Project experience in R&D and sales
Oct 1990 - Nov 1992
2 years 2 months Berlin, Germany
Assistant to Plant Management and later Production Manager
Austria Tabak
- Disciplinary responsibility for 120 employees in tobacco processing, cigarette manufacturing and packaging
Oct 1989 - Sep 1990
1 year Berlin, Germany
Project Engineer for Coffee Production and Packaging for the Entire European Market
Jacobs Suchard
- Investment projects
- Improvement of production processes and organizational procedures
- Project lead for economical energy use at the Berlin plant
Summary
Is your company market or quality leader in medical technology, but development takes too long and production costs are too high? As an internationally experienced interim manager with a focus on operations, I am your COO and expert in profitable growth and digital transformation in development, production, supply chain, and after-sales service. My vision: A best-in-class approach and high performance are possible through trust. Binding results give my teams perspective and a common goal. For over two decades, I have delivered profitable growth in entrusted projects as a result of continuous improvement and my leadership philosophy, which places the strengths of the community at the forefront.
Languages
German
Native
English
Advanced
Education
Oct 1985 - Jun 1989
TFH Berlin
Diplom-Ingenieur · Precision Engineering and Electronic Device Technology · Berlin, Germany · 1.9
Sep 1984 - Jun 1985
Technical Secondary School
Berlin, Germany
Aug 1976 - Jul 1980
Secondary School
Berlin, Germany
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