Stefan Schotte
Interim Manager Project Management PMO
Experience
Interim Manager Project Management PMO
ND Coatings GmbH (Meyer Werft Papaenburg)
Revenue €90M, 50 employees
Industry: shipbuilding, marina
Temporary fill of PMO lead position
Capture and validation of PMO processes
Creation of capacity planning until 2032
Evaluation of standard preservation processes, including VSM and macro mapping
Development of planning tools for project coordinators
Participation in alignment meetings with Meyer Werft
Data provision for monthly review
Contribution to procurement strategy for new ships
Creation of AKV and job descriptions for project managers and project coordinators
Project management of the cruise ship Disney Adventure
Re-design of reporting tool
Development of a planning tool for project coordinators with planning horizon until 2032
Design of an on-call service including work instructions
Creation of costing models for proposals
Project management Disney Adventure
Interim Site Manager ppa
Elkem Silicones Germany GmbH
Revenue €90M, 50 employees
Industry: pharmaceutical industry
Disciplinary management of the site in Lübeck
Maintenance of site processes
Restructuring of all OPS processes along VSM
Shop floor management
Capture and validation of manufacturing processes and preparation of relocation
Maintenance of manufacturing processes according to relocation plan
Successful leadership and finalization of negotiations with works council and union on social plan and reconciliation of interests
Continuous reporting to management
Phase-out production
Know-how transfer
Development and implementation of a relocation plan
Preparation of announcement including communication plan and necessary internal and external documents
Completion of negotiations with works council and union two months ahead of timeline and 30% under budget
Continued operation of the site without revenue loss
Site closure including production relocation to Italy and France
OPS Screening
Polar Cutting Technologies GmbH
Revenue €50M, 265 employees
Industry: special machine building - paper cutters
Analysis of operations processes along the value chain
Introduction of daily production meetings
Recording of inventory levels and identification of improvement potentials
Development of an action plan for process optimization including timeline
Introduction of works contracts to reduce backlogs
Creation of a portfolio matrix to identify make-or-buy potentials and derive a future layout for finding a new site
Conducting various audits with a focus on productivity and ASU
Optimization of missing parts management
Complete analysis of all manufacturing processes in operations
Coaching of the operations manager
Preparation of a site evaluation focusing on lean and ASU
Support of the QMB in document management
Company Screening
Jenz GmbH Maschinen- und Fahrzeugbau
Revenue €20M, 110 employees
Industry: forestry – biomass processing
Analysis of development processes
Introduction of constraint control loops
Recording of the value chain from goods receipt to shipping
Creation of a process optimization plan including timeline
Coaching of executive management
Summary of an optimization plan including a 5-year growth forecast
Conducting various audits with a focus on productivity and ASU
Complete analysis of all manufacturing processes
Site analysis in conjunction with the growth forecast
Conducting a safety audit with corresponding deficiency report
Preparation of an optimization report with current vs. target comparison including investment estimate and timeline
Interim General Manager
IMI Precision Engineering
Revenue €46M, 280 employees
Industry: special machine building, hydraulic systems
Disciplinary management of the plant in Fellbach
Reorganization of site processes
Restructuring of all OPS processes along the VSM
Introduction of SC matrix for master data maintenance in BaaN
Introduction of skills matrix and standard work
Restructuring of production control including the formation of a production control circle
Development and introduction of a KPI system for purchasing to analyze demand deviations
Process optimizations along the value chain
Continuous reporting to management
Reorganization of personnel structures at the plant
Development and implementation of a restructuring plan for purchasing, optimization of production planning including extended planning horizon
Introduction of KPI systems, implementation of shop floor management and meeting structures
After decision for relocation, closure of the site including production relocation to Czech Republic
Interim COO/CRO, temporary plant manager
mbw GmbH metallveredelung
Sales €65M, 700 employees
Industry: electroplating, metal finishing
Coaching of the new plant manager
Restructuring of all plant processes
Implementation of TPM
Implementation of Hoshin Planning
Optimization of production control as well as logistics
Development and implementation of a KPI system to identify process disruptions
Derivation of improvement measures for each area
Reporting to senior management
Reorganization of cost center structure
Optimization of plant layout and reorganization of provisioning processes
Development of bonus and flexitime models
Support in defining new, group-wide business areas
Development and implementation of a restructuring plan, negotiations with the works council and IG Metall, creation of KPI systems for manufacturing processes, introduction of shop floor management and meeting structures
FMEA Specialist / Trainer
Hensoldt Optronics GmbH
Sales €1B, 4,000 employees
Industry: defense and security electronics, optronics
Analysis of the FMEA status in an ongoing project
Review and update existing FMEAs
Creation and implementation of an action plan for reviews and training to meet customer milestones
Preparation and conduct of customer reviews
Creation of FMEA training materials
Conduct training for d-/p-FMEA, moderators and train-the-trainer
Moderation of D-/P-FMEAs
Restructuring of the control plan process
Integration of the FMEA process into the PEP
Training of the current development team and other interested departments
Training of quality departments in future FMEA moderation
Training three of the company's FMEA specialists in train-the-trainer
Implementation of a continuous FMEA process, including integration into the PEP
Senior OPS Manager
Transnorm System GmbH
Sales €62M, 236 employees
Industry: special machine construction, conveyor systems, belt conveyors
Coaching of the new OPS manager
Development and implementation of an operational KPI system, including tracking
Interim leadership of sub-departments
Optimization of production processes and the supporting prefabrication areas
Preparation, execution and follow-up of process and system audits
Introduction of a commissioning process
Outsourcing of project orders to external service providers
Creation of reports to Honeywell VP OPS
Support of the Honeywell integration team
Support and coaching of the new OPS manager, development of KPI systems for production, quality and logistics
Development and successful introduction of an order tracking tool
Successful reduction of 135 past due orders (since 08/19) within two months
International Quality Manager and SCM Developer
Transnorm System GmbH
Sales €62M, 236 employees
Industry: special machine construction
Planning and management of audits and certifications
Review and monitoring of supplier quality
Design, implementation and monitoring of an 8D process including reporting
Ensuring compliance with contractually agreed delivery quality
Coordination and execution of quality assurance
Support in strategic quality alignment
Preparation, execution and follow-up of process and system audits
Supplier development in Bosnia and Thailand
Processing complaints, 8D and CAR
Coordination of continuous improvement actions with suppliers
Support of the Honeywell integration team
Introduction of control mechanisms (CAR) to monitor design responsibility and the change process with suppliers
Active development of suppliers in Bosnia and Thailand
Processing of LoPs
Introduction of supplier management and 8D process
Support during the ISO certification re-audit
Interim Plant Manager and Head of Quality Task Force
Ela Tech Rheinland Elastomere Technology GmbH
Sales €120M, 240 employees
Industry: automotive - extrusion
Disciplinary leadership of the Gelnhausen plant, restructuring and optimization of the quality organization
Creation of templates and an evaluation tool for visualizing process errors
Training employees and end users in using the templates and tools
Setup of a Q-gate for BMW in South Carolina and Gelnhausen
Preparation and support during customer audits due to escalation levels
Implementation of KPI systems for operations, quality and 8D
Development of production planning and control tools
Preparation and leadership of BMW escalation meetings
Implemented error documentation for BMW, including an evaluation tool
Introduced change management for communication including new meeting structures
Introduced quality circles including PDCA
Achieved de-escalation with BMW
Introduction of IATF 16949
Sr. Project Manager Quality, Interim Plant Manager
SaarGummi Technologies S.à.r.l.
Revenue €280M, 250 employees
Industry: Automotive - Door seals
Restructuring and optimizing quality assurance in two plants
Created templates and analysis tool to visualize process errors
Trained staff and end users on using the templates and tools
Developed quality processes for rollout across the group
Eliminated VW's goods filter at the Puebla plant
Created inspection guidelines for the internal quality gate in extrusion and finish
Built and trained a quality assurance organization
Took over production and quality management for Plant 1 from 02/06/2018
Introduced inspection guidelines for VW Tiguan and Jetta, including analysis tools
Implemented change management for communication, including new meeting structures
Introduced quality circles including PDCA
Built quality organization
Interim takeover of plant management for Plant 1
CRO - Sr. Project Manager, Interim SCM and Ops Manager
Phönix Armaturen Werke Bregel GmbH - Curtiss Wright
Revenue €180M, 350 employees
Industry: Special machinery, valves and control fittings
Led integration management team for merging four European sites
Created and executed the integration plan in MS Project
Disciplinary head of procurement, focusing on sourcing cast and forged parts
Developed ops strategy to define and implement core and non-core competencies
Introduced lean methods to increase OTD and productivity and reduce lead time
Capacity planning and control including forecast planning
Daily tracking of all customer orders
Coordinated relocation activities
Reported to HQ in the USA
Created and successfully executed the project management plan
Implemented measures to optimize production planning, boost productivity and OTD
Introduced KPI system
Implemented ops strategy to outsource non-core competencies to low-cost countries
Interim Certification Manager
Delphi GmbH
Revenue €1B, 750 employees
Industry: Automotive
Led certification process for E-car chargers for OEMs Porsche, Audi and Bentley in 128 countries
Coordinated certification activities between Intertek and Delphi
Created a certification plan
Daily alignment of certification tasks
Collaborated and coordinated with plants and service providers to validate status
Scheduled test sample requests
Coordinated and reported certification status to OEMs
Point of contact for questions on standards, codes, and certification
Analyzed and reported certification status after project takeover, based on scope and timeline
Tracked certifier due to lack of support
Assessed risk of test timeline for approval
Defined corrective actions and rescheduled to meet SOP
CRO - Sr. Project Manager and Interim Ops Manager
Sterling SIHI GmbH
Revenue €250M, 600 employees
Industry: Special machinery, vacuum pumps
Led integration management team after Flowserve's acquisition of competitor SIHI
Disciplinary lead of ops with 180 employees
Introduced lean methods to improve OTD and productivity and reduce product lead time
Planned, controlled and tracked customer orders and system projects with focus on schedule, cost & quality
Developed logistics concept for outsourcing and started vendor selection process
Developed transformation scenarios for management for business model change as a proposal for the works council
Created project plan for integration of an external site targeting Q3 2018
Dissolved existing product lines and integrated into a matrix organization
Reorganized old SIHI structure into Flowserve's matrix organization
Presented outsourcing scenarios and new logistics concept to works council and got approval
Reorganized product line manufacturing processes to leverage synergies and increase OEE
CRO - Sr. Project Manager Integration Management
Flowserve Cooperation
Revenue US$4.561B, 19,000 employees
Industry: Special machinery, high-performance pumps
Led integration management team after Flowserve's acquisition of competitor SIHI
Created integration models
Developed restructuring scenarios
Prepared decision papers for US board
Weekly reporting to management in the USA
Local support for the sending site and aftermarket
Created training plan for knowledge transfer across all functions
Developed integration scenarios, drafted a social plan, and created an overall project plan for seven receiving sites in MS Project
Ensured knowledge transfer across all functions through appropriate training programs
Coordinated product and machine transfer to the receiving sites
Conducted and led various weekly integration calls between the receiving sites and the USA
Senior Director Business Excellence and Director Global Quality Management, interim
Tridonic GmbH & Co. KG
Revenue €480M, 950 employees
Industry: electronics, LED lighting technology, SMD manufacturing
Disciplinary head of the global quality department and the Lean Six Sigma organization (82 employees)
Development of the Business Excellence strategy
Further development of the Excellence organization
Design and restructuring of the global quality organization
Development and implementation of a complaint/claim process
Reorganization of quality functions in coordination with stakeholders (OPS, Sales, Purchasing, R&D)
Recruiting for the newly established quality functions
Implementation of the business strategy, including integration into the global Master Management Manual
Building a global quality organization, including unifying global quality standards in the Master Management Manual
Introduction of control plans in production
Interim Project Manager, Program Manager
ZF Lenksysteme NACAM GmbH
Revenue €80M, 240 employees
Industry: automotive, steering systems
Took over two projects after the project management role was dropped during the pilot phase for the 0 series
Managed the Audi MLBevo Q7 and A4 project teams
Further development of the product development and project management processes
Main contact for Audi and other platforms (VW and Porsche)
Tracking of development status and change management in Axalant
Preparation of PAS, 0 series, and SOP activities
Coordination of BMG, AE, and testing with the customer
Monitoring incorporation of change statuses and material availability in the production process
Management of prototype construction to cover BMG and line-run vehicles and internal tests
Took over project management for BMW Mini and acted as task force leader for uneven steering column adjustment force
Catch-up of the schedule for the 0 series launch including sampling
Led eight task forces to meet requirement specifications for vehicle safety and Thatcham
Led weekly escalation meetings at Audi board level
Interim Manufacturing Director
Flowserve Hamburg GmbH
Revenue €180M, 265 employees
Industry: shipbuilding/thrusters, submersible and piston pumps
Disciplinary head of production operations, 150 staff
Management of test bench and production control center
Analysis and optimization of manufacturing processes
Member of the management board
Restructuring of logistics
Development and implementation of a JIT material supply logistics concept
Coaching of managers
Concept development for outsourcing
Reporting to headquarters in the USA
Inventory manager for 2013
Introduction of Kanban and barcodes
Optimization of SCM, cost reduction projects
Successfully implemented a restructuring concept to increase productivity by 15%
Optimized the inventory process and reduced the counting period from three weeks to six days with a variance of €8,800 on a €65M inventory
Project lead for setting up a conventional painting plant for deep well pumps and thrusters as part of an energy refurbishment
Senior Project Manager, Warranty Management
Recaro Aircraft Seating GmbH & Co. KG
Revenue €350M, 800 employees
Industry: aerospace, aircraft seats
Analysis and evaluation of existing warranty processes
Development of new process workflows for warranty management
Introduction of new process structures
Leadership of the interdisciplinary project team
Implementation of communication tools
Reorganization of warranty management
Creation of PA, VA, AA, and forms
Programming of reporting tools
Status reporting in the executive team meeting / managing directors
Tracking and reporting of team activities
Training of all process-involved employees
Roll-out for locations in the USA and China
Successfully led an interdisciplinary team to jointly develop the warranty management process and implement it
Reduced lead time for warranty claims from an average of 327 days to 120 days
Senior Project Manager in Customer Service
Recaro Aircraft Seating GmbH & Co. KG
Revenue €350M, 800 employees
Industry: aerospace, aircraft seats
Analysis and evaluation of the existing PM process
Introduction of new PM process structures
Development and implementation of communication tools – escalation levels
Reorganization of the existing project management
Creation of PA, VA, AA, and forms
Training of all customer service staff in PM
Project work in the after sales area
Claims handling
Implementation of project management for modifications
Support in personnel selection for future technical support managers – interviews
Train-the-trainer for go-live
Roll-out for the location in the USA
Development and implementation of an eight-phase PM model
Successful handling of warranty claims within budget (project scope €2.4M)
CIP Manager, Project Lead
SGL Rotec GmbH & Co. KG
Revenue €200M, 900 employees
Industry: Renewable energy
Project lead for Nordex wind turbines in Canada
Created action plans and tracked activities
Supported Germanischer Lloyd during blade acceptance
Trained staff and conducted workshops to optimize prefab parts manufacturing processes
Handled quality issues and managed complaints
Introduced lean tools
Developed and implemented jigs and measuring fixtures for blade construction
Successfully implemented equipment provisioning concepts
Member of the management team
Optimized production processes for all prefab parts from a 35-hour production cycle to a 17-hour lead time by developing and introducing assembly aids and reorganizing assembly workflows
Technical Managing Director (acting) (CTO/COO)
Eduard Mathai GmbH
Revenue €120M, 900 employees
Industry: Cosmetics
Introduced innovative manufacturing methods and production techniques
Led worldwide optimization projects
Relocated and outsourced loss-making processes
Founded and set up new sites in Colombia, Romania, and Ukraine, including recruiting staff
Expanded all sites worldwide and achieved market leadership
Managed global budgeting and investment planning
Implemented lean management (5S, Kaizen, TPM, etc.)
Improved delivery quality
Company-wide HR management
Oversaw mass layoffs
Headed global procurement and built SCM
Established three new sites (Romania, Ukraine, and Colombia)
Increased fiber production by 300% and eliminated a second shift
Optimized final assembly at all sites, saving a total of €6.2M during tenure
Head of Supplier Management
Recaro Aircraft Seating GmbH & Co. KG
Revenue €320M, 800 employees
Industry: Aerospace
Designed and implemented supplier management
Introduced supplier evaluations
Conducted supplier audits
Established risk management
Defined tasks, competencies, and responsibilities for sourcing
Defined interfaces for procurement
Trained auditors
Introduced a gate structure for supplier approval
Provided ramp-up support for new suppliers
Tracked suppliers
Phased out suppliers
Prepared for LBA audits
Developed and successfully rolled out supplier management
Reduced approved suppliers from 41,000 to 2,500
Conducted 48 supplier audits and approvals worldwide
Lean Manager, Project Lead HOS
Honeywell GmbH
Revenue €250M, 450 employees
Industry: Heating and climate control
Designed the Lean HOS project
Implemented HOS standards at the site, including reporting to the global HOS organization
Introduced lean tools, including employee training
Conducted Kaizen workshops
Restructured the SMD production areas to improve workflows
Built SCM and introduced global sourcing
Launched supplier management with evaluation system
Took over and led product development projects
Participated in and completed Lean Expert certification
Restructured the printed circuit board production
Reorganized production workflows, including rebuilding SMD lines across two floors
Increased OTTR to 93% and productivity by 8%
Introduced consignment stock and reduced inventory by €1.08M
Quality Manager, Head of Quality Assurance
Schefenacker Engelmann Spiegel GmbH
Revenue €120M, 350 employees
Industry: Automotive, plastic injection molding, and hydro coating
Disciplinary head of quality department at both German sites (34 staff)
Monitored restructuring measures
Reduced defect rate to 28 PPM for painted A-parts (mirror caps, fuel flaps) at VW
Secured JIS for Auto5000 after acquisition
Managed end-of-line production for conventional painting
Oversaw production transfer to Hungary
Reduced complaint costs
Participated in master buck and cubing meetings at VW in Emden and Wolfsburg
Supervised external rework companies
Led recovery projects
Developed a 25-point optimization plan to secure the sites
Implemented crisis management to maintain delivery reliability and prevent production line stoppages at Opel and VW
Plant Manager in Hattorf
Engelmann Automotive GmbH i. I.
Revenue €160M, 450 employees
Industry: Automotive, plastic injection molding, hydro painting
Line management of 135 employees
Direct report to executive management in Wedemark (Germany)
Supported comprehensive restructuring and turnaround measures at the site
Maintained delivery capability while downsizing staff by 30%
Improved FROK rate for hydro painting
Crisis management with VW and GM by acquiring Schefenacker GmbH during the BQG period
Major staff reduction
Make or buy decision
Head of plastic injection molding (temporarily)
Capacity planning for injection molding machines up to 600 tons
Preparation of production phase-out
Coordinated external rework with service providers and JVAs
Increased FROK rate from 54% to 82%
Maintained JIS delivery performance for the VW Touran despite staff cuts and company takeover
QA Manager, Lean Manager, Project Lead LEO
Engelmann Automotive GmbH
Revenue €240M, 1000 employees
Industry: Automotive, plastic injection molding, conventional painting
Line management of the quality department at three sites (47 employees)
Conceptualized the Lean LEO project, Six Sigma
Implemented lean tools including employee training
Introduced and led pilot projects (Kanban, one-piece flow)
Optimized production processes
Conducted root cause analysis using SHAININ method
8D reporting, complaint management
Restructured manufacturing processes
Crisis management
Supplier tracking
Quality manager for Ford Group, responsible for maintaining Q1 certification
Successfully introduced Kanban in mirror assembly for the Opel Astra
Increased output from 725 to 1085 mirrors per day
Reduced PPM rate from 6500 to 5 PPM at VW
Quality Manager / Project Lead
IserHäger GmbH
Revenue €34M, 20 employees
Industry: Food industry
Implemented QM system EN ISO 9001:2000
Captured and documented all business processes for ISO certification
Created process, procedure and work instructions
Prepared machine documentation, maintenance plans, CE declarations
Developed and implemented project management for sales
Optimized training concepts for bakeries
Prepared and conducted workshops on process optimization and revenue increase
Developed and successfully launched a project planning tool for sales
Created QM manual and prepared documentation for ISO certification
Supported ISO 9001:2003 certification
Lean Manager, Project Lead ACE
Otis Escalator GmbH
Revenue €180M, 950 employees
Industry: Escalators / steel construction
Integrated ACE into existing QM system
Audited Kaizen activities
Optimized processes: purchasing, sales, order processing, specification and design
Implemented GidA in collaboration with AOK
Comprehensive restructuring of manufacturing processes
Successfully managed project as ACE coordinator for process optimization across the plant
Achieved annual cost avoidance of $1.6M p.a. through optimizations
Head of Quality Assurance, Escalators Germany
Otis GmbH & Co. OHG
Revenue €120M, 260 employees
Industry: Elevators / steel construction
Established QM system for escalators and elevators
Conducted service and new construction audits
Developed a service evaluation system
Optimized products with plants to develop repair packages
Managed and monitored prototype fleets
Conducted safety audits
Developed and successfully implemented an audit system for escalators and elevators in Germany
Developed Q-Infos as process optimization for service
Head of Task Force Europe
Otis Escalator GmbH
Revenue €850M, 3500 employees
Industry: Escalators / Steel construction
Schedule and crisis management at client sites
Management of installation operations in Europe
Continuous improvement of replacement kits
Further development of EMC prevention measures
Coordination of eight task force teams deployed across Europe
Successful elimination of EMC issues on transit escalators and timely resource and deployment planning for the task force teams in Europe
Project Manager, Development
Otis Escalator GmbH
Revenue €180M, 950 employees
Industry: Escalators / Steel construction
Focus: Electrical engineering
Designing escalator control systems for the North American market
Sourcing suppliers for UL/CSA-approved components
Creating engineering drawings in ProEng
Code conformity checking NEC / CEC / JIS
Developing and manufacturing prototypes
Project management through to UL/CSA certification
Supporting certifications in the USA and Canada
Development of the electrical equipment of the three escalator types for the North American market and successful UL and CSA approvals in the USA and Canada
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 Manufacturing (18 years), Cosmetics (4 years), Automotive (3.5 years), Food and Beverage (2 years), Aerospace and Defense (1.5 years), and Construction (1.5 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 Operations (21.5 years), Project Management (14 years), Supply Chain Management (12 years), Production (11.5 years), Quality Assurance (10.5 years), and Product Development (4.5 years).
Summary
Internationally active interim manager and consultant with many years of experience in project management and successful corporate leadership. Seasoned practitioner and hands-on type with social skills. As a doer and decision maker in integration, relocation, and restructuring processes
Skills
Lean Management/tps (5s, Tpm, Sr, Pdca, Kanban, Etc.)
Six Sigma (Dmaic, Shainin)
Dfss
Scrum
Int. Project Management
Scm
Qm/qs / Prototype Construction
Risk Management
Automotive And Commercial Vehicles (First & Second Tier Supplier)
Electrical And Electronics Industry, Smd, Lithography
Special Machine Building – Various Industries And Product Types
Steel Construction Industry, Scaffolding And Tank Construction, Special Vehicle Construction
Handling Equipment For People, Goods And Liquids
Switchgear Construction For Low And High-voltage Systems
Renewable Energy – Rotor Blade Manufacture Up To 58.5 M Offshore
Aerospace Engineering
Plastic Injection Molding With Conventional And Hydro-coating, Extrusion Of Rubber Components (Door Seals, Etc.)
Heating And Air Conditioning Technology
Cosmetics Industry And Healthcare
Food Industry, Fermentation, Vegetables
Side Channel, Segment, Submersible, And Piston Pumps
Shipbuilding / Thruster Construction, Preservation, Insulation
Liquid Ring And Dry Vacuum Pumps
Approval Of Electronic And Electrical Components
Industrial Valves And Dampers Up To Dn 600 And Pn 630
Defense, Optical Monitoring Land/sea/air
Chemicals, Galvanization
Biomass Processing And Extraction
Pharmaceutical Industry, Medical Technology
As400
Sap R3
Cm
Baan
Oracle
Axalant
Proalpha
Pro Eng
Eplan
Cocreate
Autocad
Classics
Ms Navision
Windows 365
Ms Office 2019
Minitab
Ms Visio
Ms Project
Copilot
Chat Gpt
Languages
Education
Commercial and technical training in electrical and mechanical engineering
Certifications & licenses
Master Black Belt
Lean Expert
Black Belt
Project Management
Project Manager
Quality Manager
Profile
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