Mirko Haucke
Cybersecurity Manager
Experience
Cybersecurity Manager
Joynext GmbH
Cybersecurity for RTCU project for the Stellantis Group.
The management of cybersecurity was strongly criticized by the customer Stellantis, questioning competence. Requirements were missing or incomplete, the architecture for cybersecurity controls was non-existent, and documentation such as cybersecurity plans and concepts were incomplete and formally incorrect.
- Building customer trust and de-escalation
- Sprint planning with the customer based on SAFe
- Task-force management
- Switching planning and control to an agile approach
- Review and update of cybersecurity documents
- Communication and problem solving with suppliers, particularly Rolling Wireless and Autocrypt
- Internal workshops and coordination across various hierarchy levels from developers to CTO
- Coordination of work packages and implementation across locations in Dresden, Ningbo, and Oborniki
- Reporting and support of cybersecurity audits
- Coaching of Joynext cybersecurity managers
- De-escalation of critical customer issues
- Acceleration of requirement creation and release by a factor of 5
- Timely provision of 3rd party components
- Reduction of vulnerability management effort by factor 3
- Creation of cybersecurity documents conformant to existing standards
- Technologies and Methods: V-Modell, ASPICE, IREB, ISTQB, Scrum, Kanban, SAFe, PMP, IPMA, BPMN 2.0, Microsoft Office, Microsoft Project, Jira, Confluence, Siemens Polarion, Dependency Track
Quality Project Lead, Assessor, Scrum Master, Cybersecurity Manager
SMR Automotive Mirror Systems GmbH
Camera Monitoring System and transformation to new processes.
Vehicle side mirrors were replaced by camera systems. This development was new for the customer, and quality standards for software and electronics were not established. Development process experience and tool chains were incomplete.
- Internal assessor for Camera Monitoring Systems (ASPICE)
- Coaching agile methods and acting as Scrum Master
- Moderation of agile meetings including sprint planning, standups, reviews, and retrospectives
- Collaboration with Product Owners for HKMC and MAN projects
- Integration of Scrum teams from Korea, Germany, and India
- Introduction of Jira to support agile project management for QA
- Resolution of impediments across all project locations and hierarchies
- Securing company standards for system engineering, software development, cybersecurity (ISO 21434), functional safety (ISO 26262), and quality (ASPICE, VDA 6.x)
- Process optimization using a lean approach integrated with Scrum
- Support for customer audits from McLaren, MAN / Volkswagen, and HKMC
- Training on agile and technical standards
- Process definition and rollout for Cybersecurity (ISO/SAE 21434)
- Project management for new process landscape (ASPICE 4.0, ISO 26262, ISO 21434)
- Quality management for camera monitoring systems
- Interim team leadership for software requirements and architecture
- Control of external test providers such as LTTS India and Bertrandt
- Successful release of products for McLaren, MAN, and Hyundai/Kia for series production
- Established processes and trained employees
- Strengthened tool chain and established standards including Jira and Jenkins
- 100% success rate in final customer audits
- Lead Auditor for semiconductor plants in Japan and Malaysia for Renesas Electronics Corporation (ISO 9001, IATF 16949)
- Assessor for development processes for camera systems for Hyundai/Kia in South Korea (ASPICE, IEC 61508, ISO 26262)
- Auditor for production processes and cybersecurity for MAN / Traton Group (VDA 6.3, ISO/SAE 21434, ISO 27000, IATF 16949)
- Technologies and Methods: V-Modell, ASPICE, IREB, ISTQB, Scrum, Kanban, SAFe, PMP, IPMA, BPMN 2.0, Microsoft Office, Microsoft Azure DevOps, Jira, Confluence, IBM DOORS, Jenkins
Managing Director, Product Owner
IDfant GmbH
Automated creation of dental prostheses.
Creating dental prostheses required significant effort for fitting, leading to multiple sessions that were burdensome for doctors and patients and economically inefficient.
- Definition of vision, mission, and guiding principles
- Team building across development, medical expertise, and dental technology
- Acquisition of project partners including dentists and technicians
- Steering of product development and prototype development
- Partnership with the State of Baden-Württemberg
- Acquisition of venture capital and industrial partnerships
- Developed a product that reduces treatment time by 80% with significant quality increases, confirmed by studies at the University of Freiburg and University of Basel
- Technical software implementation readiness confirmed
- Technologies and Methods: Scrum, Lean Leadership, Microsoft Office, Mind Meister
Software Project Manager, Product Owner, Coach (Scrum Master)
Valeo / Valeo peiker acustic GmbH & Co. KG
Development of a new platform for telematics modules in passenger cars, including eCall, navigation, and mobile communications.
Acquisition of new business for Renault-Nissan and Volvo was critical for growth. Internally, the IT infrastructure was being optimized with a new ALM system and customer audits needed to be passed.
- Project acquisition for Volvo and agile project setup using SAFe
- Presentation of software project structure to Volvo in Sweden
- Lead Assessor for ASPICE assessments in Friedrichsdorf, Cairo, and Créteil
- Definition of standards for project planning, ticket handling, configuration management, and development documentation for RNMA
- Modularization and planning of the product backlog covering 4G, 5G, GPS, Bluetooth, WiFi, eCall, remote start, theft protection, and Flashing Over The Air
- Optimization of retrospective meetings to improve quality
- Successful process optimization and 100% pass rate for customer audits
- Successful acquisition for the next project phase
- Reconstruction of backlog and modularization
- Technologies and Methods: PMP, SAFe, Jira, Confluence, Microsoft Office, IBM DOORS, ISO 27001, SAP R/3
Management Consultant for Logistics and IT Infrastructure
Daimler AG
Introduction of a new planning tool for global powertrain logistics.
A mechanism was needed in the global supply chain of Daimler Trucks to identify component bottlenecks earlier and react faster.
- Vulnerability analysis for plants in Detroit, Kassel, São Bernardo, and Kawasaki
- Interface analysis regarding product variants and IT systems
- Conception of a monitoring and control tool for capacity and range determination
- Establishment and introduction of a reporting structure and reporting tool
- 80% of bottlenecks recognized in advance
- Completed rollout and user training
- Dashboard provided for higher management transparency
- Technologies and Methods: ITIL, PMP, MS Office, Jira, BPMN 2.0, SAP H/4
Scrum Master, Product Owner, Project Coach
Joyson Safety Systems GmbH
Transformation from classical project management to agile structures.
Experience from series projects needed to be utilized for future projects as the current project landscape did not reflect lessons learned.
- Agile process definition for release management, quality management, configuration management, project management, and change management
- Establishment of agile reporting structures and steering committees
- Training and coaching for Product Owners and Quality Owners
- Management of customer escalations in critical projects and obstacle removal
- Strategic consulting for management and process definition
- Revised process map and anchored agile methods in the organization
- Completed rollout including five optimization loops through retrospectives
- Technologies and Methods: Scrum, SAFe, Jira, Confluence, BPMN 2.0, Microsoft Office, IBM DOORS, SAP R/3
Transformation of the entire system development department to agile
Takata AG
Strategic transformation of the entire system development department to agile methodologies.
Requirements Manager, Product Owner, Agile Coach
Bombardier Transportation
Extension and further development of IT service management.
Requirements for a new service management needed to be unified and coordinated with all stakeholders, including methodology and tooling decisions.
- Analysis and structuring of customer requirements
- Change management evaluation and implementation
- Supplier management and transfer of system requirements to supplier specifications
- Improvement of the tool landscape for a new requirements management system integrated into the ITIL environment
- Definition of the product backlog
- Agile project definition and identification of requirements with stakeholder commitment
- Completed tool selection, rollout, and training
- Technologies and Methods: Scrum, ITIL v3, IREB CPRE, UML, SysML, Microsoft Office, MS Project, IBM DOORS, Jenkins
Project Manager, Product Owner
Takata AG
Development of reversible seat belts for Mercedes-Benz A-Class (Pre-Safe).
Takata had no reversible belt tensioners in series production. The project was behind schedule, budget was critical, and the team was incomplete.
- Project management for project setup and early phases
- Leading a project team of 30 specialists across 4 Scrum teams
- Harmonizing agile team structure with experts and management in Japan, Hungary, and Germany
- Responsibility for development, validation, and industrialization of software, electronics, and mechanics (electric motor comfort and pyrotechnic crash functions)
- Process optimization according to ISO 15504 / ASPICE and Scrum
- Management of production ramp-up in an international network including Romania, Hungary, and Poland
- Internal communication to CEO level and supplier/customer management
- Strategic consulting for Directors and Vice Presidents
- Project completed on time and within budget
- Successful series launch across the entire supply chain
- Technologies and Methods: Scrum, Microsoft Project, MS Office, Jira, Confluence, IBM DOORS, Autosar, SAP R/3
Lead Auditor
a2 - solar Advanced and Automotive Solar Systems GmbH
Lead Auditor for gap analysis of current processes for automotive solar roofs.
- Focus on the world's largest passenger car solar roof (as of 2015)
- Standards: ISO 9001, IATF 16949, VDA 6.3
Process Manager
Daimler AG
Processes and capacity tool for global Daimler Trucks Powertrain.
Local supplier management practices were not synchronized, leading to varied costs and quality. The goal was to create global synergies.
- Process design for plants in Mannheim, Gaggenau, Kassel, Detroit, São Paulo, and Chennai
- Definition and rollout of standard team structures in an agile context
- Creation of a capacity planning model for the entire supplier management organization
- Development of a guide and tool for dynamic basic planning and capacity scaling
- Analysis of supplier management integration into cross-functional module teams
- Definition and piloting of the Supplier Manager role model
- Process optimization in preventive supplier management
- Established defined processes and piloted role models
- Capacity tool implemented for global resource planning
- Technologies and Methods: IATF 16949, ISO 9001, VDA 6.3, BPMN 2.0, Microsoft Office, MS Project, SAP R/3
Supplier Manager / PMO and Project Coach
Daimler AG
Securing purchased parts for MDEG and securing series changes for HDEP.
Quality problems and availability bottlenecks occurred during the series launch of new truck engine generations.
- Ensuring availability of purchased parts and risk management
- Management of complaints and negotiation with suppliers
- Execution of preventive supplier visits and audits with a focus on lean and agile procedures
- Definition and review of quality measures
- Moderation/mediation of critical issues with production and quality management
- Leading a task force Scrum team of 8 experts
- Evaluation and escalation of change requests and supplier selection as a member of the module team
- Optimization of processes and tools for purchased parts logistics
- Established regular status reporting and reduced complaints by 70%
- Shortened supplier reaction times and reduced risks at critical suppliers by 80%
- Technologies and Methods: Scrum, ITIL, VDA 6.3, VDA 6.1, ASPICE, ISO 9001, ISO/TS 16949, Automotive Core Tools (APQP, PPAP, CQI, FMEA, MSA, SPC, 8D), Microsoft Office, MS Project, IBM DOORS, Jira, SAP R/3
Auditor
BorgWarner Turbo Systems & Emission Systems
Auditor for quality tools, specifically root cause analysis and FMEA for turbochargers.
- 6-phase audit program
- Standards: VDA 6.3, FMEA, SPC
Auditor
Continental AG
Auditor for 3 product lines for printed circuit boards (PCB) used in safety components.
- End customers: Daimler and Audi
- Standards: VDA 6.3
Lecturer for Project Management and Quality Management
Duale Hochschule Baden-Württemberg
Lecturer for Project Management and Quality Management.
- Supervision of various final theses in cooperation with companies such as Schaeffler, Linde, John Deere, Siemens, Daimler, and BASF.
Auditor
ElringKlinger AG
Auditor for production processes of plastic oil pans for commercial vehicles.
- End customer: Mercedes-Benz
- Standards: ISO 9001, IATF 16949, VDA 6.3
Lead Auditor
Hella KGaA Hueck & Co
Lead Auditor for various process audits of electronic control units (ECU) for vehicle heating.
- End customers: Audi, VW, and Renault
- Standards: ISO 9001, IATF 16949, VDA 6.3
Lead Auditor
Renesas Electronics Corporation
Lead Auditor for the release of semiconductor plants for automotive and rail vehicles.
- Release of 6 plants in Japan and Malaysia
- Standards: ISO 9001, IATF 16949
Program Management Officer, Interim CTO
G-Care GmbH
ERP and QMS implementation.
As a startup, the company needed to build appropriate IT systems and processes with a focus on quality standards and efficient project management.
- Definition of quality goals based on corporate strategy
- Creation of a QM roadmap and performance measurement system
- Business analysis of IT tools based on ITIL
- Supplier evaluation and procurement of standard IT tools
- Rollout of cloud solutions for CRM, eCommerce, and document management
- Setup of standard reporting for strategic and operational KPIs
- Definition and rollout of business processes for controlling and product innovation
- Introduction of agile project management with Scrum
- Product Owner for health promotion programs
- Established defined processes, ERP system, and quality management system
- Technologies and Methods: Scrum, PMP, ISO 9001, BPMN 2.0, ITIL, Microsoft Office, MS Sharepoint, MS Dynamics, Wordpress, MediaWiki
Auditor, Analyst
John Deere
Benchmark of the quality management system.
The company required a positioning of its quality management at the European headquarters compared to other industries and best practices.
- Creation of evaluation profiles and coordination of criteria with stakeholders
- Identification of benchmark partners and execution of interviews
- Analysis, evaluation, and presentation of recommendations to management
- Completed benchmark and derived optimization potentials for the quality organization
- Definition of work packages for internal optimization projects
- Technologies and Methods: PMP, ISO 9001, ISO 14001, Microsoft Office, MS Project
Project Manager, Scrum Master, Product Owner
Raytheon
Confidential product/NDA project management in the area of combat control.
- Establishment of PMO organization for operative projects
- Setup and steering of change management
- Product backlog planning and securing IT operations for internal development tools
- Supplier management and tracking of measures/impediments
- Development of reporting structures and automation with a tool chain
- Completed optimizations as planned with a reduction in development times by over 20%
- Technologies and Methods: PMP, ITIL, Microsoft Office, MS Project, Change and Risk Management systems
Program Manager
Daimler AG
Process maturity initiative E/E (processes and tools).
A new electronics platform was introduced for the bus division, requiring the achievement of CMMI Level 3 (ASPICE Level 3).
- Process management according to CMMI, ISO 15504 (SPICE), and Scrum
- Process audits and maturity level determination
- Leadership of 4 project leads across various projects
- Reporting across hierarchy levels up to the board of directors
- Definition of platform and project backlogs
- Concept and creation of release management processes and tool chain
- Optimization of change management during development and synchronization across procurement and quality
- Configuration management tool implementation and cross-functional integration with SAP and supplier systems
- Collaboration with Siemens Research Munich
- Established process roadmap, configuration management, and change management including tool solutions
- Technologies and Methods: Scrum, V-Modell, CMMI, ASPICE, IATF 16949, BPMN 2.0, Microsoft Office, MS Project, IBM DOORS, Jenkins, MKS Integrity, Smaragd
Project Manager / Product Owner
Eurocopter
Timing optimization for product development (Eurospace).
Various helicopter projects for civil and military use missed milestones, requiring acceleration of development without reducing quality.
- Setup of reporting for project management and definition of work packages
- Project planning and moderation of team meetings
- Introduction of a documentation tool coordinated between development and IT
- Interface definition and workshops for requirements and risk management
- Employee training
- Improved project progress transparency and reached milestones 20% faster
- Technologies and Methods: IPMA, V-Modell, Risk Management, Workflow/Ticket Management, Earned Value Analysis, Microsoft Office, MS Project
Project Manager / Product Owner
ZF Friedrichshafen
Development and industrialization of VDC2 shock absorbers for BMW.
The goal was to bring the world's first electronically controlled shock absorber with separate rebound and compression stages to series production.
- Project steering over the entire product development process (concept, development, prototype, null series, production)
- Communication with customers (BMW, Continental) and suppliers (CMP, Siemens)
- Leadership of interdisciplinary teams including procurement, development, quality, and production
- Introduction of quality management processes including FMEA, APQP, and Six Sigma
- Problem solving and task force leadership
- Further development of internal project management methodology
- Successful series launch on time and within budget
- Technologies and Methods: IPMA, PMP, V-Modell, Risk Management, Automotive Core Tools, MS Office, MS Project, IBM DOORS, SAP R/3, Methodpark Stages
Project Manager, Analyst
BMW Group
External service strategy for driving dynamics.
A variety of external development suppliers were used in driving dynamics development without a unified control or integration strategy.
- Concept and consulting for the creation of an external service strategy
- Optimization of resource management for external service procurement
- Budget planning for development projects and optimization of financial reporting
- Communication with management stakeholders
- Training and consulting for specialized departments on strategy implementation
- Defined external service strategy and trained staff and managers
- Technologies and Methods: IPMA, Risk Assessment, Microsoft Office, SAP R/3
Process Analyst
Siemens
Outsourcing concept for IT management based on ITIL.
The automation division (A&D) planned to outsource IT infrastructure with the requirement to maintain quality while reducing costs.
- Conception of a KPI system based on ITIL
- Synchronization of goals with specialized departments to ensure service quality levels
- Piloting of the concept resulting in defined goals for Siemens Business Services
- Technologies and Methods: Scrum, SAFe, BPMN 2.0, ITIL, MS Office, MS Azure DevOps, Jira, Confluence, IBM DOORS, Jenkins
Software Architect
Siemens
Software architect for XCA-Tool in airport logistics for Munich and Madrid airports.
Airport logistics systems required flexible configuration across various controllers, servers, and databases, which was previously manual and costly.
- Synchronization of project plans and execution using agile methods (XP, Pair Programming, Kanban)
- Creation of software architecture using Java, C++, Windows, and UNIX
- Synchronization with stakeholders including project managers, developers, and administrators
- Development of data models and execution of test strategies
- Evaluation and selection of IT tools for architecture and development
- Piloting a case tool for semi-automated software generation
- Securing traceability from architecture to code and testing
- Developed the eXtensible Configuration Application (XCA) with a drag-and-drop editor
- Automated configuration reduced costs for new configurations and adjustments by 80%
- Successful piloting at Munich Terminal 2 and Madrid airports
- Technologies and Methods: UML, Design Patterns, XML, XSLT, Java, C#, C++, C, SQL, MS Office, MS Azure DevOps, MS Visual Studio, Eclipse, Together Control Center, J Unit
Software Developer
Siemens
Programming of various software modules.
Work covered a wide range from network communication and embedded systems to UI creation and graphical visualization.
- C and C++ programming
- Object-oriented and rational database applications
- Development of a tool for small-signal analysis within a 10-person team
- Implementation of network communication via TCP/IP
- Technologies and Methods: Extreme Programming (XP), Pair Programming, C, C++, Java, QT, Unix, Linux, MS Visual Studio
Vehicle and Tank Mechanic
Bundeswehr
Apprenticeship and service as a vehicle and tank mechanic.
Industries Experience
See where this freelancer has spent most of their professional time. Longer bars indicate deeper hands-on experience, while shorter ones reflect targeted or project-based work.
Experienced in Automotive (19.5 years), Manufacturing (15 years), Agriculture (14.5 years), Chemical (14 years), Aerospace and Defense (6 years), and Healthcare (4.5 years).
Business Areas Experience
The graph below provides a cumulative view of the freelancer's experience across multiple business areas, calculated from completed and active engagements. It highlights the areas where the freelancer has most frequently contributed to planning, execution, and delivery of business outcomes.
Experienced in Project Management (22 years), Quality Assurance (20 years), Product Development (18 years), Audit (14 years), Research and Development (14 years), and Information Technology (10.5 years).
Skills
- Communication
- Team Leadership
- Motivation
- Trust
- Creativity
- Moderation
- Coaching
- Crisis Management
- Results
Languages
Education
Bundeswehr
Apprenticeship as Motor Vehicle and Armored Vehicle Mechanic · Motor Vehicle and Armored Vehicle Mechanic · Tauberbischofsheim, Germany
Master of Science in Business Informatics · Business Informatics
Bachelor of Engineering in Electrical Engineering · Electrical Engineering
Certifications & licenses
IREB® Certified Professional for Requirements Engineering
ISTQB® Certified Tester / Test Manager, Full Advanced Level
PMP
PRINCE2® Practitioner
PgMP
TÜV Certified Cybersecurity Engineer (ISO/SAE 21434)
Profile
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