COO Chief Operating Officer, Aviation Supplier

• Operational responsibility for the company (customer management, delivery performance)
• Crisis and change management
• Closure or relocation of a production site
• Making personnel decisions
• Leading, developing and motivating teams
• Budget responsibility

• Led interdisciplinary project teams in mechanics, electrical and software development
• Responsible for cost, schedule & quality (based on SAP ppm)
• Tracked work packages (using Jira, Confluence)
• Status reporting to CTO & program management
• Additional project: responsible for network filters and power grid feed-in quality

Result: Stabilized project operations, reset budget and schedule planning upon taking over the project, maintained the set budget and timeline

• Assumed leadership of the customer management team (12 people) in SCM
• Realigned the department as part of the SCM reorganization
• Developed and took responsibility for relevant KPIs
• Implemented necessary recovery measures in SCM and interfaces to meet customer requirements
• Integrated information and data flows of a foreign production site and its products into customer communication

Result: Stabilized customer relationships and organization, integrated new employees and the site in Turkey, standardized workflows and processes

• Operations, supply chain management, production
• Project management
• Process & change management

• Development and implementation of new joining technology
• Adapted manufacturing process reducing external extended workstations
• Standardized production, customer customization in the last operation

Result: Lead time reduced by 50%

• Setup of a continuous improvement (KVP) team in production
• Introduction of autonomous work teams (where project business applies)

Result: Sustainable implementation of continuous improvement (KVP), agreement with employee representation to work in autonomous teams, reduction of production time by up to 20% with increased employee motivation

• Setting up an in-house operations organization after reorganization within the sub-group (developing strategic business units)
• Developing required processes tailored to retrofit needs (derived from OEM processes)
• Stabilizing the organization and further developing employees

Result: Built an organization with 175 employees, developed the organization to handle revenue increase >100%

• Building an interdisciplinary team for production support (AV, control, production, logistics, quality, SCM)
• Establishing an organization to implement immediate and sustainable long-term measures
• Setting up a quality circle

Result: Reduced workload at the interfaces between departments supporting production