Production Manager & Site Manager

Interim leadership of the production site to bridge a vacancy

Strategic plant planning to scale production and logistics capacity

Operational development and optimization of ERP processes

CAPEX strategy 2025–2029: Developed an investment plan for capacity expansion in close collaboration with production planning and sales

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

Supply chain & processes: Analyzed and implemented optimized SCM processes and strategically aligned training needs to improve efficiency

Increased operating result by about 40%.

Successfully implemented measures for sustainable production and logistics optimization with strategic direction for future growth.

Improved production efficiency and quality.

Reduced absenteeism and enhanced employee engagement.

Modernized equipment and fostered a trusting collaboration.

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

Introduced a performance review and bonus system to reduce absenteeism.

Led project and 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 aiming to increase efficiency and effectiveness in production and logistics.

Conducted a gap analysis of existing processes and implemented change management.

Developed a forecasting structure for digitalized production planning to better control production capacity.

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

Developed a concept for strategic expansion of production capacity.

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

The completion of the restructuring phase triggered a supply crisis due to the full outsourcing of production, warehousing, and logistics.

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

Supply chain management: From Jan 2019 onward, took on expanded responsibility for order control, purchasing, logistics, engineering, and quality management due to an order backlog from an ambitious restructuring. Led 11 FTE in a challenging environment with supply bottlenecks and outsourced production & logistics.

Change management: Achieved a turnaround in delivery performance through organizational adjustments, sustainable process documentation, and increased efficiency in production & logistics.

Digitalization strategies: Directed digitalization of 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: Tightly linked field service, internal sales & SCM, introduced relevant KPIs for performance improvement.

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

Increased efficiency of warehouse and logistics processes.

Realigned and stabilized planning, picking, and goods flows as part of the new SCM structure.

Optimized warehouse logistics through process improvements and increased efficiency.

Reorganized and led a team of 16 employees.

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

Built a professional work environment & reduced employee downtime.

Achieved a 100% OTIF rate.

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.

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

Conducted a detailed analysis of existing technical and organizational workflows.

Evaluated production processes, quality assurance, technical equipment, and workforce deployment.

Identified optimization potential in efficiency, cost structure, and employee motivation.

Developed a customized restructuring plan for sustainable performance improvement.

Implemented a change management process to realign the company.

Developed a practical restructuring concept with measures for technical, organizational, and personnel optimization.

Increased product quality and cost efficiency through targeted process adjustments.

Through targeted analysis and consulting, established a foundation for sustainable improvements enabling a future-proof corporate strategy.

Led the comprehensive business relocation project aimed at transferring production, R&D, sales, and order processing to multiple European sites.

Ensured implementation within defined time and budget constraints.

Established and managed the project structure, and created and tracked project plans continuously.

Led and coordinated responsible project managers across various sites.

Reported directly to the business unit leadership and steering committee.

Controlled the budget and monitored planned cost-saving effects.

Analyzed and optimized order processing workflows to ensure smooth operations during the relocation.

Advised senior management on strategic and operational issues related to the relocation.

Successfully delivered the project on time and within budget.

Achieved significant savings through optimized process structures and site relocation.

Ensured uninterrupted delivery capability throughout the transformation.

Reached the profit zone immediately after restructuring.

After just 1.5 years, profitability was so strong and stable that the company could be sold to a market leader with a similar portfolio, although this was originally planned three years after restructuring.

Customers were supplied from multiple plants, which led to challenges in product quality and delivery reliability.

Increased delivery reliability and reduced inventory costs within a Europe-wide networked production organization.

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

Introduced efficient planning and control mechanisms to improve delivery performance.

Optimized inventory levels and material flows to reduce costs and improve availability.

Implemented targeted measures to increase on-time delivery and reduce lead times.

Reduced raw material inventory costs by about 45%.

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

Increased delivery reliability (OTIF) from about 90% to up to 97%.

Led the plant with a results-oriented approach and optimized business processes in production, shipping, and warehousing.

Managed production and technically implemented a new product, including providing application consulting for construction companies.

Introduced a performance-based compensation system for skilled workers.

Reduced manufacturing costs by 15.4%.

Increased EBITDA by 11.2%.

Due to financial constraints, oversaw the orderly closure of the company.

This included selling machinery and equipment to international investors, planning and executing export operations, and negotiating site decommissioning.

Led negotiations on labor law issues, coordinated the development of social plans, and supported affected employees with career transitions.

Ensured delivery capability until final shutdown.

Successfully managed the closure under socially responsible conditions.

Had overall responsibility for the Reinbek and Idstedt production plants with turnover of €35M and 110 employees.

Optimized business processes in production, shipping, and administration to improve efficiency.

Managed key accounts in close cooperation with sales management.

Ensured continuous delivery capability and sustainable materials management.

Handled quality management and continuous process monitoring according to ISO 9001.

Executed innovation projects, including the development and introduction of new manufacturing methods.

Cost reduction: Lowered variable costs by 13% and fixed costs by 9%.

Profitability increase: Raised EBIT margin from 41% to 49%.

Productivity improvement: Expanded capacity by 10% through process optimization.

Employee development: Introduced quality circles, team-based work, and a performance-based pay system.

Certification: Implemented a quality management system according to EN ISO 9001.

Reduced sickness rate from 5% to 2.5% through targeted HR measures.