Robert L. - Interim Head of Innovation Division

Villingen-Schwenningen, Germany

Experience

Sep 2023 - Nov 2024

1 year 3 months

Interim Head of Innovation Division

Electrical Engineering Company

Managing product development / project management / idea management
Project management for a key core-business project (15 M€ investment)
Situation analysis of the organization and effectiveness of the innovation division
Further development of innovation and product development processes
Responsible for meeting project goals and implementing the business plan
Budget responsibility for the innovation division
Contributing expert knowledge in practical project management
Took over a key project and drove it successfully to completion
Strengthened awareness, leadership, and acceptance of project management
Increased project manager effectiveness through coaching on key success factors
Significantly expanded collaboration with product management
Analyzed, improved, and streamlined the product development process in practice
Intensified and expanded project communication
Established a decision-making body at executive level
Fixed monthly reporting on key projects
Introduced metrics for core project results

Nov 2022 - May 2023

7 months

Interim Program Manager Post-Merger Integration

Mechanical Engineering Company

Project management on behalf of the corporate group (acquisition of a new member in Southern Europe)
Program management for post-merger integration of new group member in Southern Europe
Situation analysis of the company; oversight of all subprojects in the integration program
Responsible for meeting project goals and implementing the business plan
Close cooperation with team leaders and teams to build trust
Ensuring step-by-step expansion of capacity, including building a new production hall and coordinating all financing measures (grants, etc.)
Contributing expert knowledge in lean production
Identifying conflicts and developing solutions
Successfully led integration in all subprojects
Achieved or is on track to achieve all business-plan targets
Formed teams successfully with very positive project work
Developed metrics for project success and set up active reporting
Capacity expansion with new production plant on track
Successfully handed over to successor at client

Apr 2022 - Sep 2022

6 months

Interim Plant Manager and Project Manager

Mechanical Engineering Company

Plant and project management in a crisis on behalf of corporate group
Comprehensive situation analysis (financial and organizational)
Immediate measures to secure existence and delivery capability
Analysis of financial performance
Measures to secure liquidity and financing
Preparing restructuring report with company vision
Make-or-buy concept and implementation; introducing MES planning system
Measures to increase manufacturing capacity and productivity
Stabilizing leadership team and introducing suitable metrics
Starting strategic measures in products and customer base
Stabilizing in-house production with additional staff
Successfully expanded work awarded to partners (EU, Turkey)
Replacing ERP planning and side planning with MES system
Building a team for production planning and control
Starting maintenance and service planning with preventive measures
Investment planning as part of strategic reorientation

Jan 2021 - Nov 2021

11 months

Interim Plant Manager and Project Manager

Supplier Industry Company

Plant and project management in a crisis on behalf of international shareholders
Took over plant management, plant analysis, concept for independent plant structure
Managed crisis through COVID, material shortages, staff turnover
Action plan for productivity optimization and cost reduction
Ensured success of initial growth projects after crisis and insolvency
Promoted skills development in core know-how areas
Developed concepts for further digitization of production and applied for “Digitalization Supplier Industry” grant
Operational Excellence in production and engineering:
Activated and expanded lean-production concepts in manufacturing
Enforced shopfloor management (SFM) in all areas as operating basis
Selection, coaching, and onboarding of future plant managers
Led focus projects at critical points of production lines
Successful ramp-up of new and acquired production equipment
Regular controlling to track annual goals in OEE, inventories, etc.

Apr 2020 - Sep 2020

6 months

Interim Managing Director

Supplier Industry Company

Managing director during COVID crisis after insolvency under self-administration
Secured ongoing operations with strict liquidity management despite revenue drops of ~50%, up to 80% in some segments
Ensured further financing by obtaining KfW loan based on a 3-year plan despite difficult conditions
Reactivated and reorganized sales in a neglected business area to build a viable two-pillar strategy
Adjusted production leadership team
Launched comprehensive transformation to lean production
Operational Excellence in production and engineering:
Developed comprehensive action plan for production
Initiated lean project with strong involvement and buy-in of leaders at all value-creation levels
Reorganized material flows for flow production and inventory reduction
Introduced shopfloor management and metrics; reduced defective output
Oriented project management toward teamwork and early, broad involvement of stakeholders, significantly increasing efficiency

Feb 2019 - Jun 2019

5 months

Interim Head of Electrical Engineering (Production)

World Leader in Cruise Shipbuilding

Led electrical engineering manufacturing (up to 700 employees); responsible for operational completion of ship projects, reorganization, productivity improvement, lean, quality
Head of electrical engineering division:
Successfully completed cruise ships in quick succession by catching up on major project delays
Dynamically sourced, integrated, and managed external capacity successfully
Prevented high penalty fees through dynamic workforce management
Daily tracking of progress and interventions based on metrics
Operational Excellence in production and engineering:
Presented process reorganization concepts and projects to sustainably improve productivity and capacity
Reduced cable process lead time along the value chain (lean)
Established new leadership structure emphasizing project organization (matrix)
Shortened lead time by linking processes in engineering and manufacturing
Developed metrics for proactive progress monitoring

Nov 2016 - Jan 2019

2 years 3 months

Interim Head of Engineering & Production (+ Materials, + Quality)

Electrical Engineering Group (AG)

Led entire technical area; supported reorganization by product divisions; responsible for new production structure project; lean project to optimize productivity, quality, and competitiveness
Head of engineering division in company reorganization:
Led production, development, procurement, and quality departments
Managed and coached technical teams in reorganization project
Reorganized central development for platforms and innovation
Redirected and strengthened project management in divisional structure
Cost-reduction project in procurement
Reoriented and increased acceptance of quality management
Operational Excellence in production and engineering:
Launched comprehensive production reorganization based on lean principles (separating value creation and logistics, value-stream analysis, etc.)
Implemented shopfloor management as integration between engineering and production
Increased productivity, space utilization, and reduced lead times
Developed leadership and teams down to group level
Established new production structure with in-house manufacturing and partners in Eastern Europe

Sep 2016 - Jan 2017

5 months

Slovenia

Interim Head of Production Optimization/Slovenia (in cooperation with consulting firm)

Security Technology Group (World Leader in Explosion Protection)

Operational excellence project in Slovenia as part of overall restructuring
Restoring delivery capability and process optimization:
Timely customer deliveries and strengthening manufacturing processes
Initiated measures for sustainable quality assurance
Ensured machine capacity through targeted maintenance
Operational Excellence in production and engineering:
Launched production redesign according to lean principles (separating value creation and logistics, flow production, etc.)
Linked production steps through appropriate manufacturing structure
Developed suppliers to ensure reliable supply base
Optimized collaboration between sales, engineering, and manufacturing

Jan 2016 - Jun 2016

6 months

Interim Manager / Consultant in cooperation with consulting firm

Industrial Company in Automotive, Machine Parts, Electrical Engineering

Projects to avoid imminent insolvency through a restructuring concept
Business analysis:
Analyzed status of production areas and improvement potentials
Analyzed management structure, financials, organization, financing
Created action plan in coordination with consulting firm
Restructuring plan, IDW S6, financing:
Developed action plan in coordination with consulting firm
Contributed to restructuring report (IDW S6) and measures plan in case of insolvency
Presented at bank meetings and developed financing options
Conceptualized implementation measures and team setup

May 2015 - Dec 2015

8 months

Interim Managing Director

Semperit AG Holding

Post-merger integration of a new subsidiary, 40 M€ sales, 200 employees
Ensured business operations and production in terms of volume, schedule, and quality:
Managing director and plant head of the rubber industry company after acquisition with two sites; coordinated group/segment leadership
Year-end financials with very positive result at end of integration project
Implemented synergy projects in procurement, production, and plant technology to increase productivity; expanded warehouse technology
Developed and prepared logistics concept for 40% capacity expansion
Introduced lean elements to reorganize planning and material flow
Launched a continuous improvement pilot group to advance improvement culture
Managed all environmental requirements from authorities and stakeholders
Ensured workplace safety and closed all gaps (e.g., extrusion)
Personnel management (vacancies after acquisition):
Led HR with very low turnover, used temporary staff, revised employment contracts, established works agreements, handled labor-law issues
Successfully developed leadership circle and refilled quality and maintenance departments
Analyzed and revised pay structures; performed employee potential analysis

Jan 2011 - Feb 2014

3 years 2 months

Stuttgart, Germany

Managing Director Portfolio Management

AdCapital AG

Industrial holding with portfolio under BET GmbH / AdCap Beteiligungs-GmbH. Seven holdings in automotive, EMS, metal/electrical/plastics industries; strategic/operational development; restructuring/sanction; 1400 employees
Managing director of both subsidiaries: Berliner Elektro-Technik BET GmbH / AdCapital Beteiligungs-GmbH
Portfolio management of seven companies:
Erich Jäger GmbH & Co. KG
EW Hof Drives and Systems
FRAKO Capacitors and Plant Engineering GmbH
KTS Kunststoff Technik
Taller Schmölln GmbH
Bavaria Digital Technik GmbH
OPUS Formenbau GmbH
Projects/successes:
Stabilized a portfolio company in crisis, balanced 30% staff turnover and achieved significant positive annual result
Successfully restructured/saved a supplier company; streamlined center; expanded production in China/Eastern Europe; rationalized production
Successfully restructured an electrical components company; optimized head office; adjusted production structure (closed China plant)
Supported and financed a start-up in automotive achieving far above-average results today
Opened new market potential through new sales partners in the USA
Optimized production and logistics in Czech and China sites
Introduced modern controlling tools including contribution-margin accounting, variance analysis, and standard reporting across holdings
Increased goal orientation by introducing systematic strategy processes
Successfully filled first- and second-level leadership positions

Jul 2008 - Dec 2010

2 years 6 months

Tuttlingen, Germany

Member of Supervisory Board

AdCapital AG

Assessing and evaluating companies via due diligence
Initiating and supporting successful and sustainable restructuring
Carried out two successful acquisitions

Apr 2004 - Dec 2010

6 years 9 months

Tuttlingen, Germany

Managing Director Sales and Engineering

Paul Leibinger GmbH & Co. KG

Market-leading industrial printing systems, mechatronics, machine parts; revitalizing sales, production, processes, brand image; lean project; 200 employees (concurrent supervisory board role at AdC AG)
Innovation initiative and revitalization of engineering and development team
Product offensive with repositioning in key business areas
Introduced lean production engineering and a modern ERP solution
Projects/successes:
Grew inkjet business from 30% to 70% of revenue through new products and expanded international sales
Lean project: reduced lead times from 10 to 2 days while cutting inventory and boosting quality and customer satisfaction
Restructured production, assembly, and control processes completely (e.g., synchronous production and assembly, Kanban loops)

Apr 2002 - Mar 2004

2 years

Villingen-Schwenningen, Germany

Head of Engineering – with Prokura

Herbert Waldmann GmbH & Co. KG

300 employees
Managed production including planning, work preparation, assembly, electronic modules, metalworking, plastic injection molding, painting
Projects/successes:
Highly successful restructuring of production using lean principles and reordering the entire value chain
Reduced inventory by 40% while increasing on-time delivery from 80% to 97%

Oct 2000 - Mar 2002

1 year 6 months

Villingen-Schwenningen, Germany

Head of Development and Design

Herbert Waldmann GmbH & Co. KG

30 employees
Redirected custom product development to series readiness
Developed new lighting concepts with innovations in reflector technology and sensors

Nov 1998 - Sep 2000

1 year 11 months

Vaihingen an der Enz, Germany

Technical Director – with Prokura

EKS Elektromagnetik Dr. Scheuerer KG

150 employees
Led production departments and product development
Projects/successes:
Developed innovative magnetic components for commercial vehicles and suppliers
Restructured production areas; first-time ISO 9001 / VDA 6.1 certification
Built order center, reoriented purchasing and supplier policy

Jan 1994 - Oct 1998

4 years 10 months

Unterkirnach, Germany

Head of Development – with Prokura

Moser Elektrogeräte GmbH

22 employees
Led development, patent activities, and coordination with partner Sanyo, Japan
Projects/successes:
Launched a range of new product and design lines
Gained productivity from introducing modern 3D CAD in design
Product offensive with a new design office and value analysis for cost optimization
Expanded patent portfolio and filed numerous protections

Oct 1989 - Dec 1993

4 years 3 months

Villingen-Schwenningen, Germany

Head of International Project Management/Coordination

Thomson Consumer Electronics - GB Video

5 employees
Projects/successes:
Built and introduced efficient project management
Successfully coordinated market and series launches of new products for Telefunken, Saba, Nordmende, Ferguson, RCA, Thomson
Established project controlling and product costing support
Coordinated product ramp-up in Berlin, Tonnere (France), and Singapore plants, including with JVC and Toshiba joint-venture partners

Oct 1981 - Sep 1989

8 years

Eningen, Germany

Development Engineer for Communication and Data Measurement Technology

Wandel & Goltermann GmbH & Co.

Projects/successes:
Software project lead for new family of level-measurement products
Developed improved high-frequency control loops for spectrum analyzers
Developed data measurement technology for digital networks (hardware/software)

Summary

Managing Director, Technical Management, Supervisory Board

Leadership personality with lasting success in corporate development, innovation, restructuring
Broad experience in medium-sized companies, corporations, private equity; focus on metal, electrical, plastics industry; automotive; EMS (Electronic Manufacturing Services)
International experience in production, sales, project management in EU, USA, Asia; lean production engineering
Core competencies in process optimization, change management, metrics and operational controlling
M&A projects / portfolio management