Production Manager & Site Manager

Interim leadership of the production site to cover a vacancy

Strategic plant planning to scale production and logistics capacities

Operational development and optimization of ERP processes

CAPEX strategy 2025–2029: Developed an investment plan to expand capacity in close coordination with production planning and sales

Investment management: Planned and executed investments for 2025 and led ongoing projects

Supply chain & processes: Analyzed and implemented optimized SCM processes and defined training needs to boost efficiency

Increased operating results by about 40%

Successfully implemented measures for sustainable production and logistics optimization, setting the course for future growth.

Improved production efficiency and quality

Reduced absenteeism and boosted employee engagement

Modernized equipment and fostered a trusting work environment

Restructured production, quality management, work planning, and warehouse/shipping

Introduced a performance and bonus system to reduce absenteeism

Managed projects & change management to optimize processes and investments

Increased production efficiency and customer satisfaction

Reduced absenteeism and improved employee engagement

Implemented a sustainable CAPEX strategy for future investments.

Led a project to optimize supply chain processes to increase efficiency and effectiveness in production and logistics

Conducted a weak point analysis of existing processes and implemented change management

Developed a forecasting structure for digital production planning to better control capacities

Introduced a new planning system for efficient order control and reduced lead times

Created a concept to strategically expand production capacity

The project was stopped early due to the sale of the company to new owners.

Completing the restructuring phase triggered a supply crisis due to fully outsourcing production, warehousing, and logistics

Led and optimized the customer service center: Managed an international team (20 staff, 5 locations) to improve KPIs and digitize order processing

Supply chain management: From January 2019 expanded responsibility for order control, procurement, logistics, engineering, and quality management due to an order backlog from ambitious restructuring. Led 11 staff in a challenging environment with supply shortages and outsourced production & logistics

Change management: Reversed supply performance trends through organizational changes, sustainable process documentation, and efficiency improvements in production & logistics

Digitalization strategies: Led digitalization in sales control (tenders), pricing, and processing to build a high-performance team. Introduced structured project management

Communication optimization: Improved internal and external communication structures for transparent collaboration (e.g. interdisciplinary team meetings 3x/week)

Integration & process optimization: Aligned field service, internal sales & SCM, introduced relevant KPIs to improve performance

Stabilized and developed the company and set the course for a sustainable business strategy.

Improved efficiency of warehouse and logistics processes

Realigned & stabilized order management, picking, and material flows under the new SCM structure

Optimized warehouse logistics through process improvements and efficiency gains

Reorganized & managed a team of 16 employees

Coordinated with planning (NL), production, customer service & sales for holistic process improvement

Established a professional work environment & reduced employee downtime

Increased OTIF rate to 100%

Stabilized customs clearance processes

Analyzed and implemented digitalization processes for ERP update

Developed efficient warehouse and logistics concepts at the Obernburg site

Advised sales on customer-oriented logistics solutions

Boosted efficiency through comprehensive analysis and restructuring of technical, organizational, and personnel processes to improve product quality, reduce costs, and optimize financial results

Conducted detailed analysis of existing technical and organizational workflows

Evaluated production processes, quality assurance, technical equipment, and staffing

Identified optimization potentials in efficiency, cost structure, and employee motivation

Developed a tailored restructuring plan for sustainable performance improvement

Implemented a change management process to realign the company

Created a practical restructuring plan with measures for technical, organizational, and personnel optimization

Increased product quality and cost efficiency through targeted process adjustments

Enabled sustainable improvements and a future-proof business strategy through focused analysis and consulting.

Led a comprehensive corporate relocation to transfer production, R&D, sales, and order processing to multiple European sites

Ensured completion within defined time and budget

Built and managed the project structure, created and monitored project plans

Led and coordinated project managers across sites

Reported directly to the business unit leader and steering committee

Controlled budget and tracked planned savings

Analyzed and optimized order processing to ensure smooth operations during relocation

Advised management on strategic and operational issues during the move

Completed the project on time and within budget

Achieved significant savings through optimized processes and site relocation

Maintained uninterrupted delivery capability throughout the transformation

Returned to profitability immediately after restructuring

After 1.5 years, profitability was so strong and stable that the company sold to a market leader with a similar portfolio, despite a planned three-year timeline.

Customers were supplied from multiple plants, leading to challenges in product quality and on-time delivery.

Improved delivery reliability and reduced inventory costs within a Europe-wide production network

Analyzed and optimized business processes in order processing, production control, procurement, warehousing, picking, and shipping

Implemented efficient planning and control mechanisms to improve delivery performance

Optimized inventory and material flows to reduce costs and improve availability

Took targeted measures to boost on-time delivery and cut lead times

Reduced raw material inventory costs by about 45%

Cut work-in-progress inventory by 31% and finished goods by 52%

Increased OTIF delivery rate from about 90% to up to 97%

Led the plant with a focus on results and optimized business processes in production, shipping, and warehousing

Managed production and introduced a new product application, including technical consulting for construction companies

Implemented a performance-based pay system for skilled workers

Reduced manufacturing costs by 15.4%

Increased EBITDA by 11.2%

Due to financial constraints, oversaw the orderly shutdown of the company

Managed the sale of machinery and equipment to international investors, planned and executed exports, and negotiated site decommissioning

Led labor law negotiations, coordinated social plan creation, and supported employees in career transitions

Ensured delivery capability until final shutdown

Successfully completed the closure under socially responsible conditions

Overall responsibility for the Reinbek and Idstedt plants with €35M revenue and 110 staff

Optimized business processes in production, shipping, and administration to boost efficiency

Key account management in close cooperation with sales leadership

Ensured continuous delivery capability and sustainable materials management

Quality management and continuous process monitoring per ISO 9001

Implemented innovation projects, including developing and launching new production methods

Reduced variable costs by 13% and fixed costs by 9%

Increased EBIT from 41% to 49%

Expanded capacity by 10% through process optimization

Developed employees by introducing quality circles, group work, and a performance-pay system

Achieved EN ISO 9001 quality management certification

Halved absenteeism from 5% to 2.5% through targeted HR measures