Matthias Strickrodt
Senior Consultant and Interim Manager PMO
Experience
Senior Consultant and Interim Manager PMO
Global Player, Powder Metallurgy
Supported the establishment of systematic multi-project management (approx. 200 projects) - Implemented portfolio and pipeline management - Special focus on resource management - Rolled out project and portfolio management software - SW training at all management levels from PM to CEO - Supported all users, especially key users - Change management: cultural shift in project organization - Monitored portfolio and pipeline KPIs - Status reporting to executive board and division heads - Ramp-up, continuous improvement (KVP)
Successful rollout in seven business units - Developed and embedded required processes - Changed ways of working / increasing cultural shift - Relieved project pipeline and increased output through targeted control (“stop starting – start finishing”)
Founder
Dr. Strickrodt Project Management & Consulting
- Founded the firm - Defined positioning - Organized operations
Lean Six Sigma Project Leader
Alphadi Academy
Goal: reduce throughput time - Applied data-driven Lean Six Sigma DMAIC roadmap - Traced problem description back to root causes - Created implementation plan for improvement measures addressing the causes - Demonstrated results using statistical hypothesis tests - Implemented measures for sustainable process control
Rated “very good” by independent certification body, project formed the basis for successful certification as Lean Six Sigma Black Belt after written and oral exams.
Special Project Manager, Executive Staff
thyssenkrupp System Engineering GmbH
Project manager for implementing corporate strategy (OPEX) regarding change & claim management, hybrid PM approach, active role - Drafted and presented approval templates, project objectives and reports - Analyzed and broke down required changes - Developed and implemented lean and efficient overall solutions with the team (core 6 FTEs, expanded to 14 FTEs)
EBIT improvement through project: seven-digit on nine-digit revenue - Identified six crucial action areas based on in-depth weak point analysis - Divided the overall project into parallel subprojects, implemented subproject managers, actively hands-on - Managed, coordinated and executed the 6 subprojects with 14 employees from various functions and hierarchies, meeting all deadlines and budget targets - Introduced KPIs to control improvement measures - Trained, supported and coached all affected operational units - Change management: successfully anchored changes in the company / cultural shift - Operational Excellence: successful implementation of strategy, preparation for PMO introduction
Product and Sales Manager for New Products
thyssenkrupp System Engineering GmbH
Systematically searched for and identified potential new products - Held customer dialogues, validated with customers, performed competitive analysis, evaluated market opportunities - Led product development projects - Conducted economic business planning - Prepared portfolio expansion including sales concept and acquisition - Organized and led market launches for new products - Coached the handling of initial orders for new products
Implemented strategic innovation and product management for test technology, partly using “Design for Six Sigma” tools - Identified innovative products for automated testing as key elements for production digitization and developed them with key accounts - Led multilateral development projects to create USPs and industrial suitability of hardware and software solutions - Successfully developed, maintained and coordinated collaboration with internal and external partners and customers, including at CEO level - Launched new, innovative products in the portfolio - Coordinated and executed marketing and sales activities; trained sales team
Strategic Project Management Staff
thyssenkrupp System Engineering GmbH
Project lead in various improvement projects to optimize project management foundations and internal processes and to achieve savings, e.g.: - Redesigned pre-calculation concept for proposals, adjusted modular granularity and harmonized with projects - Designed and implemented an integrated feedback loop for maintaining calculation data from projects - Created a new requirements specification concept to achieve savings in order processing and project management - Introduced and facilitated regular lessons learned workshops in the division
Demonstrated increases in quality and efficiency and cost reductions - Improved reproducibility of workflows - Established foundations for continuous improvement
Sales and Project Manager
thyssenkrupp System Engineering GmbH
Clarified RFQs with customers, global OEM automotive industry - Prepared technical and commercial proposals - Presented and tracked proposals until order award - Project manager for engine and component test rigs, powertrain assembly automotive - Led interdisciplinary project teams - Held overall responsibility for project content (technology/quality), schedules and costs - Managed interfaces with customers and suppliers
Contributed to winning global automotive industry projects - Successfully led various complex special machine projects for clients such as Rover (UK), Vauxhall (UK), JCB (UK), BMW (UK), GM (USA), VW do Brazil, Fiat-GM Powertrain Brazil (BRA), Opel (D), Audi (D/HU), Ford (UK), Ford (ESP), Daimler (D), Renault (F) - Successfully led, coordinated and motivated up to 20 rotating team members per project
Research Associate and Subproject Leader
University of Glamorgan
Subproject leader for AI-based support in collaborative research project - Field: Computer Aided Control System Design - Coordinated with other subprojects and research institutions - Supervised, coached and involved undergraduate students from the department
Independently contributed new insights to the recognized state of the art - Published in international scientific journals - Earned PhD; examination approved by independent external reviewer
Process Engineering Project Engineer
Varta Batterie AG
Technically supported production processes in series manufacturing for the automotive supplier industry - Conducted data-driven analyses of production and quality KPIs and parameters - Coordinated, conducted and led manufacturing trials - Introduced, tested and optimized production and testing procedures as well as processes to improve quality and efficiency
Successfully led three specialist working groups (each 5 FTEs) for continuous improvement activities - Achieved significant quality improvements and productivity gains - Received repeated awards from executive board in internal quality competitions
Summary
- My guiding principle in the logo represents my value proposition and means: strengthening contribution margins through reliability and robust flow in projects and production. - 30 years of project management practice with focuses in the supplier industry and special machine construction for the international automotive industry, Project Management Office, portfolio and pipeline management, improvement projects, implementation of corporate strategies (Operational Excellence), transformation, change and claim management, process optimizations, quality improvements, systematic problem solving, business unit expansion, new products, development projects, market launch. - Equally long experience in leading project teams up to 20 FTEs and corresponding competencies in the laterally oriented leadership important for modern organizations. - My services: interim project management, designing process flow, establishing professional project management, setting up a Project Management Office, interim PMO management, portfolio and pipeline management, bottleneck analysis and management, systematic problem solving in mixed teams, change management, improvement projects to reduce “Non-Conformance Costs,” activating existing process intelligence in teams, increasing process adherence, supporting AGILE teams. - Practical and pragmatic goal- and implementation orientation, strengths in analytics, strategy and concept; positive basic attitude, confidence; values: Commitment, Courage, Focus, Openness, Respect (= SCRUM values) plus trust and reliability. The client’s team and corporate goals are central. - The right measure of diligence before quick shots. Diligence is not perfection. Implementation is more important than fancy presentations. Team and diversity of experiences over individual achievements. Individual situations and requirements over methodologies. The result is more important than the path.
Languages
Education
University of Glamorgan
Doctor of Philosophy · Mechanical and Manufacturing Engineering · Pontypridd, United Kingdom
University of Applied Sciences Hannover
Production Engineering · Hanover, Germany
Certifications & licenses
AGILE Product Owner
Axel Schröder Unternehmensberatung
Critical Chain Project Management
VISTEM
Theory of Constraints
VISTEM
AGILE Coach
Axel Schröder Unternehmensberatung
KVP and Lean Manager
Alphadi Academy
Lean Six Sigma Black Belt
Alphadi Academy
Manager of Business Optimization (MBO)
Alphadi Academy
Operational Excellence Manager
Alphadi Academy
PMI Project Management Professional, PMP®
Project Management Institute
SCRUM Master
scrum.org
Design for Six Sigma Green Belt
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