Senior Project and Program Manager

Objectives:

• Preparation of a medium-sized clothing and equipment company for takeover by the private equity company and subsequent planned scaling of the business model

Implementation:

• Transformation of the entire company (strategy, processes, methods, tools, structural and operational organization) to increase efficiency
• Development of a sustainable growth concept with regard to countries, customers, products and initiation of measures to exploit this potential
• Analysis and optimization of the personnel structure
• Preparation of a revised scenario-based planning calculation for the associated company with regard to the planned acquisition

Most important results:

• Execution of the transformation roadmap
• Decision to cancel the transaction by the private equity company based on my findings from the project work and the revised financial planning

Responsibilities: sales, engineering, services

• Reporting line: CEO Hauni Maschinenbau GmbH (Business Area of Koerber AG)
• Direct reports: 7 in Germany and China, with 65 employees in total
• Revenue responsibility: € 80 million/year
• Accountabilities: sales, after sales/services, engineering design, program planning, project management, procurement, technical services (incl. installation & commissioning), consulting, finance, China market

Special tasks:

• Led and renegotiated cooperation with Chinese state tobacco monopoly
• Drove the post-merger integration (PMI) of the expanded business unit with annual turnover of 180 M€ as member of the steering group
• Strategically realigned and restructured the firm in the frame of the PMI
• Business development: developed and implemented new business models
• Led technical cooperation with an American partner in the area of sorting machines
• Developed a new product segment and products for upcoming market THP
• Reengineered claim and risk management
• Introduced project controlling for R&D projects

Selected achievements:

• Conclusion of a multi-year cooperation agreement with the Chinese state monopoly
• Business development: establishment of a partnership with a Brazilian partner in the field of tobacco distribution and production

• Reporting line: COO/CTO
• Direct reports: 5 disciplinary, plus 7 functional worldwide, with 90 employees in total
• Accountabilities: led business area wide lean transformation program: introduced and rolled-out lean philosophy and methods along the whole value chain, defined and executed quality management (QM) strategy for business area, setup and further developed global management systems, introduced business analytics, supply chain QM and supplier development, type certification and CE conformity, final inspection and continuous product improvement, (customer) complaint management, quality management reporting

Special tasks:

• Contributed to developing digitalization strategy and strategic initiatives in the area of Smart Factory for the Koerber AG
• Deputy for CTO/COO in Executive Committees of the Koerber AG
• Designed and facilitated workshop series for strategic alignment of the firm and restructuring of product management with management board and EVPs
• Designed and facilitated workshop series to develop principles for Lean Development with CTO/COO and EVPs
• Represented business area in VMDA workgroup "Quality and Management"

Project/program lead:

• Led excellence programs, e.g. to reduce cost of non-conformity
• Evaluated and selected methods for strategy deployment (e.g. BSC) for the management board
• Restructured quality management organization firm-wide
• Reengineered complaint management
• Led task forces to resolve top-level quality issues up to closure at customers
• Led task forces to improve performance of critical suppliers on premise

Selected achievements:

• Strategy map, core competencies, balanced scorecard and policy deployment defined for the business area
• Lean Transformation: throughput time of optimized processes reduced by 30%
• Restructuring: employees in area of responsibility reduced by 30%
• Setup of management systems: subsidiaries in Brazil, China, Japan, Malaysia, USA certified acc. to DIN EN ISO 9001
• Reduced cost of non-conformity business area wide (by up to 80%) to benchmark level (VDMA)
• Reduced quality issues escalated by customers to the Board by >80%
• Integrated all subsidiaries worldwide into complaint management system, also IT-wise

• Direct reports: up to 5, with 70 employees and an annual subcontracting budget of € 10 million
• Accountabilities: operational lead and integration of Customized Engineering (250 internal and 150 external employees) to deliver installation drawings and certified parts and equipment to aircraft section and final assembly, operational controlling and risk management, continuous improvement of processes and digital mock-up, structural mechanics, control qualification of cabin equipment

Special tasks:

• Deputy of domain leader in executive committees operations and quality
• Restructured department
• Setup continuous improvement team
• Introduced subcontracting

Project lead:

• Introduced Business Process Management in Customized Engineering to harmonize and optimize processes
• Reduced engineering quality issues
• Improved processes at interface between Airbus and its suppliers
• Specified and implemented workflow management system to support supplier management

Selected achievements:

• Overall throughput time in Customized Engineering reduced by 20%
• Engineering quality issues reduced by 40%
• Headcount and cost of department reduced by 20% while increasing on time performance from <20% to >90% and quality by up to 50%

• Represented the company on international trade fairs
• Developed concept for and implemented assessment centers