Interim Site Manager

ECONNECT Energy is bridging the energy distribution gap with marine infrastructure solutions and services for the loading and offloading of LNG, Ammonia and Carbon Capture. ECONNECT Energy has developed a cost-efficient system for safe transfer of LNG, ammonia and CO2 between vessels and storage tanks, bypassing the need for building excessive jetties, quays or dredge large areas. ECONNECT Energy is rooted in the Norwegian maritime and energy tradition and builds upon decades of experience. The core competencies are cryogenic liquids, maritime engineering, and naval architecture as well as business development within the LNG, renewable fuel and carbon capture industries.

Stakeholder and relationship management: main point of contact for clients, subcontractors, and relevant authorities, maintaining good working relationships to ensure smooth project execution

Construction management: overseeing and managing all aspects of the project site, ensuring efficient and effective execution of the project plan

HSEQ responsibility: planning and execution phase for the onshore connection

Progress tracking: monitoring project progress and reporting, with immediate notification of any deviations from the project plan

Supervision of contractors and suppliers: supervising contractors and suppliers to ensure compliance with project standards and schedules

E&K AUTOMATION GmbH is one of the world's leading manufacturers and system integrators of innovative high-tech transport robotics for intralogistics. At five international sites, E&K, with more than 200 employees, creates intelligent, connected, and flexible transport solutions for fully automated in-house material flow for customers around the world. With over 50 years of experience in planning, development, manufacturing, integration, turnkey delivery, and support throughout the entire lifecycle of driverless transport systems (DTS), E&K AUTOMATION is now part of the technical elite in this fast-growing future industry.

Member of the management team

Led 14 project management staff both disciplinarily and technically

Responsible for the profitability of all customer projects (average of 110 active projects)

Selected and hired new project team members

Built and promoted training and development opportunities for project managers and developed team-building initiatives within the department

Established risk and opportunity management in project management

Optimized interfaces along the company's value chain to increase delivery efficiency

SENVION GmbH is a manufacturer of 2MW, 3MW and 6MW class wind turbines. In the offshore wind farms sector in the German North Sea, the company executes projects in the hundred-million range.

Defined and implemented risk and change management processes according to the international PMI project management standard

Trained the project team and raised stakeholder awareness of the topic

Embedded the uniform processes in the specific project and created a basic framework for use in future offshore projects

Implemented the risk and change management standard up to handover to internal project staff

Construction and turnkey delivery of paint shops for the automotive industry. On behalf of customers FAW-VW and SVW, three modern plants were built in Foshan, Shanghai and Changsha for a two-line operation over five levels.

Monitoring and controlling project costs and earnings as well as meeting deadlines

Responsible for contract results, claims and additional orders, project schedules and cash-in/cash-out

Identifying opportunities and risks in technical aspects, costs and schedules

Defining, implementing and following up on measures to improve results

Coordinating design, purchasing, production, logistics and assembly

International process design and workflow planning/coordination

Coordinating the prototype build of the first two wind turbines with 2.0MW and 2.5MW and planning and constructing an in-house manufacturing facility in Wismar.

Setting up and coordinating ordering/delivery/warehousing processes

Supplier management in line with production planning for German and Indian manufacturing

Establishing processes in purchasing/scheduling and interaction with design and site management

Quality management in prototype planning and transferring concepts into series production

Developing documentation processes for the overall project

Supporting a telecommunications company on the threshold from startup to big player amid immense customer growth.

Analyzing and defining more cost-effective customer service processes as part of a technical concept

Supporting the migration of customer service procedures from the call center to the self-service internet platform

Defining processes, work instructions and customer documentation

Project responsibility for ensuring time and quality

Recovery of a million-euro project to introduce PC lifecycle management at a DAX 30 company for two major German automotive manufacturers.

Head of the project office

Establishing project reporting based on operational and financial KPIs

Conducting audits based on ITIL

Developing a methodology for continuous project and process improvement

Setting up project-related risk and change management

Coordinating project communication between teams (120 staff), contractors, and clients

Presenting remediation progress to the steering committee and executive board

Implementing a CRM system (eMACCS) at a world-renowned brand manufacturer to strengthen sales activities.

Shaping the organizational and technical design of group-wide interfaces

External project management for the introduction of the eMACCS CRM suite

Acting as liaison between system providers and customers/end users

Defining business requirements and creating the specification document

Calculating project costs and ensuring budget compliance

Coordinating development activities and leading implementation phases

Managing project reports and documentation

Training sales staff on how to use the system

Development of a CRM solution (eMACCS) for contract management and support for the department head in strategic changes.

Conceptual design of software requirements, data storage and processes in contract management

Project management for the implementation and concurrent enhancement of the CRM application

Implementation of customer segmentation and customer value analyses into product and service offerings

Facilitation of strategy workshops, including SWOT analyses, to realign the entire division

Support for revising sales and service processes due to new product specifics

Optimization of process workflows between project planning and sales

Process cost accounting and development of customer-oriented offer structures

The regional sales division looked after about 230,000 customers in the telecom system business. The focus was on shifting from hardware sales to solution-oriented business.

Inside sales team leader with four staff members and support for 20 field sales agents

Commercial support for project planning business on large projects (pre-, mid- and post-calculations)

Set up a central inside sales unit in Berlin for the new federal states

Developed concepts for process optimization in the interaction between sales, project planning and commercial departments

Process redesign during the shift to solution-oriented business