Flex Manager

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Director, Project manager, Project leader, Process manager

Director, Project manager, Project leader, Process manager

Work Experience

Operational experience both in corporate environments as well as in producing family entities, generalist with focus on automotive, engineering, manufacturing, assembly and logistics, leading teams in companies between 50 and more than 50,000 employees. Possesses profound experience as a project manager, trainer, business consultant and coach.
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Industry experience: machine building, construction, automotive, pharmaceutical industry, household appliances, plastics, medical device manufacturing, steel & iron products.
Practical knowledge of all modern quality standards, expert in production management methods (e.g., lean manufacturing, TQM, Kaizen, Six Sigma), relevant experience in dealing with and implementing of project management methodologies and FMEA standards.
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Applies conceptual and operational skills, extensive experience in improving and aligning company structures and processes, successfully uses modern management instruments for increasing the economics of a business organization, experience in the optimization of critical production plants, experienced with methodical reorganization of production processes and material flows.
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Profound knowledge and skills in business development, sales and in commercial core functions of an enterprise, relevant business knowledge, speaks fluent English, German and Dutch.
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Shows patience and perseverance in the definition and implementation of strategic goals, strong ability to think analytically and acts in a well planned and structured way, team-oriented, target-oriented, shows inspiring and collaborative leadership of directly subordinate managers and departments.
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Practices open and respectful communication, committed, shows initiatives as hands on manager, strong connection with technology, possesses in-depth technical expertise, persuasive and integrating personality, high level of motivation, outstanding communication and negotiation skills, sovereign on international stages, convictive and competent appearance, prepared to travel nationally and internationally.
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As a graduate of the Utrecht Institute of Technology my start into the industry was rather technical. Soon I took over responsibility in various management positions abroad and recognized my talents in leading international projects.
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During the course of my career I developed my skills for the necessary change management processes in mergers & acquisitions, and after accomplishing my MBA, I turned into a specialist for developing and implementing product delivery processes (PDP) into organizations within the (automotive) industry.
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While managing projects and significantly improving business processes, it was also my persistence that brought the great successes I achieved. It is my understanding that sufficient information and communication management in an organization, together with inspirational people management - thus gaining their commitment - are key to the success of any corporation.
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I have a supportive and pragmatic style, which encourages staff development and personal growth. I apply my experience and expertise to helping organizations and people be successful on their own terms. When dealing with clients and superiors I am tenacious in ensuring that objectives and scope are clear before we start on any major project. I am also ready to make your business more successful. Please contact me now without any obligation to speak with me about your concern. I look forward, with pleasure, to receiving your instructions.
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Turnaround Manager, restructuring, trainer, coach, Project manager, process manager, M&A Manager, board, executives, Programme Manager, program manager, Interim Manager, Change Manager, Business consultant, technical, commercial, Turn-around Manager, implementation Manager, Change manager, Mergers & Acquisitions Manager, Medical Devices, Infotainment, MBA, automotive manager, product delivery process manager, Herstructurering, Risico, Verandertrajecten, Overname, Fusie, Strateeg
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** A selection of my projects:
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AUTOMOTIVE - KNORR-BREMSE SfN / MUNICH & ALDERSBACH - GERMANY
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ASSIGNMENT:
Operative management of the project: „N2G“ – Development until SOP of the second Generation adjuster; global market introduction of all brake systems with the new adjuster generation for all customers of Knorr-Bremse, such as: DAIMLER, IVECO, DAF, SCHMITZ CB, SCANIA, DANA, EVOBUS, MAN, VOLVO, etc.
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STARTING SITUATION:
As a global leader and system-partner as well as manufacturer of brake and control-systems for commercial vehicles (light- & heavy trucks) as well as for rolling stock, Knorr-Bremse supplies to all big utility vehicle producers in the world.
The product range consists of complete brake systems and drive-assist systems, as well as solutions for the drive train including all necessary and associated after market services.
Previous adjuster systems (for disc brakes) developed and delivered by AZ and INA (third party products) are too expensive. On top of this the patents are about to expire and the KNORR-Bremse enterprise desires to develop their own know-how in this field. The adjuster of the second generation is designed to be a remedy against hot runners in the field noticed at particular brake types.
The major technical functions are a faultless “adjustment” and air clearance calibration under all circumstances, a ratch-clutch, a service-reset function, and an overload protection. Ball ramp clutch, adjuster fixation and rattle back-up are all being improved with the new adjuster. The N2G also guarantees the separation of the service function and the overload protection.
The efforts as initiated in the year 2008 - for achieving the objectives as mentioned above - had failed to meet the expectations, mainly due to the lack of project management competence at KNORR-Bremse. This strategically most important project of recent history was about to derail completely early 2012.
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OBJECTIVE:
Substitution of third-party-products via intelligent self-development of in-house (self made) adjuster. A tight manufacturing cost target is expected to be achieved.
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ROLE:
Interim Manager / Operative project manager with overall project responsibility
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Time frame: March 2012 until July 2013
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Duration: 16 Months
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ACTIVITIES WITHIN THE ASSIGNMENT:
Project-turnaround & takeover of full-responsibility of the project (Scope, Time & Cost)
Operative governance of N2G with functional directives towards team members (25 members)
Realization of all required development steps (according to PDC) until SOP for all brake systems
Implementation of project management standards according to PMI and monitoring & control of project risks
„Direct-Report“ to steering committee and to upper management and stakeholder & interface management
Supportive activities towards purchasing, manufacturing, securing ramp-down and ramp-up with logistics
Etc. etc.
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RESULTS:
Successful international market introduction of trucks- & trailer brake-systems equipped with the new adjuster (N2G) for all customers such as DAIMLER, DAF, EVOBUS, SCANIA, ZF, SCHMITZ, DANA, IVECO, etc.
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MULTICORPORATE ENTERPRISE – HOUSEHOLD APPLIANCES / ELECTROLUX AB - GLOBAL R&D / STOCKHOLM-SWEDEN
(Turnover: 11,1 Billion Euro p/a - Employees: 51.000)
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ASSIGNMENT:
Implementation of tailor made processes for the reduction of product development time (Reduce Time to market)
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BACKGROUND:
The existing PMF (Product Management Flow) does not fit to the new global R & D organization
Existing old interfaces lead to major disabilities in the product development process
\\\\\\\"Time to market\\\\\\\" takes far too long and customer loyalty decreases
Competition from Asia and Europe are taking away market share because they are faster
Very different approaches to manage development projects at different sites worldwide
Projects take too long to accomplish and they lack metrics to measure project performance
Project staff is not being managed properly, leading to stagnations at global interfaces
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OBJECTIVE:
Reduction of time to market (30% reduction target)
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Role: Interim Manager and Consultant for process optimization
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Time frame: December 2010 till October 2011
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Duration: 11 Months
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ACTIVITIES WITHIN THE ASSIGNMENT:
Adapt existing processes for reducing product development time, i.e. project time
Set up the development process, project governance and project management standards according to the needs of the new global R&D organization
Assess and optimize the interface between Primary Development and Commercial Product Development
Develop and define reference timelines for each project category per product line
Assess project management maturity level at R&D, develop and implement PM standards
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RESULTS:
All product development related processes (to reduce project duration) adapted to be competitive
Product development process, project governance and project management standards established according to Lean Development criteria
Interface between Primary Development and Commercial Product Development defined and structured
Reference timelines for each project category and product line defined and adopted
Project management maturity level assessed at R&D, PM standards introduced and adopted
All defined requirements to reduce \\\\\\\"Time to Market\\\\\\\" have been met
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MULTICORPORATE ENTERPRISE – MEDICAL ENGINEERING / ROCHE MOLECULAR DIAGNOSTICS, ROTKREUZ CH/ BRANCHBURG, USA
(Turnover: 45, 6 Billion CHF P/A - Employees: 80.000)
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ASSIGNMENT:
Set-Up & Implementation of a project office intended to serve the largest Research & Development Program of the firm’s history (550 Mio. CHF)
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BACKGROUND:
Size and complexity of research program overexerts available skills & management methods
Project management know-how and methods nearly non-existent
Deployment of scientists, technicians and engineers but no project managers
Planning methods and procedures marginally applied, no transparency about costs & deadlines
Tasks and assignments lack a unified and standardized approach
High risk of losing huge amounts of money by aching inefficiency
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OBJECTIVE:
Development of a fully functional project-office including project planning and Monitor & Control by Earned Value Management Technique, tailored to serve the largest research program of the enterprise. Complete cost- & time transparency based on professional project management. Guarantee of professional project office leadership handover to suitable business professional of the customer.
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ROLE:
Interim Project Management Office Leader
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Time frame: July 2009 till April 2010
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Duration: 9 Months
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ACTIVITIES WITHIN THE ASSIGNMENT:
Leading the team
Creation of master plan for the new research & development program
Development of project management plans for all projects and for the overall program
Construction and development of work breakdown structures with project owners
Preparation of time schedules (Gantt Charts), including relevant milestones
Quantification of all work packages and development of project cockpits with EVM technique
Set-Up of monitor & control of projects aided by Earned Value Management (EVM)
Support on demand in workshops & individual coaching of business professionals
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RESULTS:
All work breakdown structures of the program have been developed and implemented
Cost & timing transparency established for all projects
Monitoring of program scope including tactical staffing management up and running
All project cockpits fully operative with project KPI’s based on EVM
Project owners educated concerning applied project management methods
Successful handover of project-office leadership to business professional of customer
Expected cost savings based on synergies of about 50 to 80 Mio. CHF

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AUTOMOTIVE - HARMAN BECKER AUTOMOTIVE SYSTEMS / TIER-1 SUPPLIER / KARLSBAD - GERMANY / FARMINGTON HILLS, USA (Infotainment)
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ASSIGNMENT:
Supporting the management of a Tier-1 Supplier with 12.000 staff / Development and implementation of the Product Delivery Process (PDP); Leading the project team, conducting workshops in Germany and USA, implementation of results into real world customer projects.
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STARTING SITUATION:
Dramatic increase of project-costs due to „late correction“ of software defects (Software Bug-Fixing after SOP)
Non compliance of customer deadlines leads to exorbitant high penalties
Lack of a uniform corporate process-environment & corporate culture hinder internal collaboration
Silo mentality and internal power struggles complicate a process- & customer-oriented order processing
Technological global leadership as premium automotive-Tier-1-supplier at stake
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OBJECTIVE:
Development & construction of the major and most important business process: RFI-RFQ-SOD-SOP-MAINTENANCE-EOL, known as: Product Delivery Process, as well as implementation into the complete organization, with the involvement of all process owners; Importing project management standards into the engineering department, compliant to PMI (PMBOK); Development and roll out of all sub-processes into pilot projects, Realization of cost savings.
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Role: Interim Manager (Process Management & Change Management)
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Time frame: March 2008 until October 2008
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Duration: 7 Months
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ACTIVITIES WITHIN THE ASSIGNMENT:
Team building, definition and fine tuning of objectives & project scope with the client, stakeholder analysis, developing the project management plan Scope management plan incl. WBS, Time plan, HR-Plan, Cost plan, Risk plan, Quality plan, Procurement plan, Communication plan & Integration management plan (PMBOK/PMI-Standards).
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DEFINITION, Development & introduction of the major customer process (Global Product Delivery Process), adjustment of existing subsidiary processes attaining a fit to the major process. Conducting workshop preparations.
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PERFORMING all national and international workshops with all relevant business professionals and management members, by taking into consideration of ideas and proposals of all workshop attendees; performing active risk management & Risk-FMEA.
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ACHIEVING the development and implementation of all new subsidiary processes for global application, i.e. at the headquarters and in all affiliates, nomination of process owners, definition of process inputs, outputs, KPI’s and calculating probability scenarios for cost saving potential due to process compliance. Communication of all achievements to the organization during the course of the project.
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• Complete project structuring, time scheduling & Risk Management (WBS/PERT/CPM) based on PMI© standards.
• Provision of management support in the realization of organizational changes (Organization follows Process), development and implementation of project management standards & tools into engineering department.
• Coaching of project managers in the realization of process parameters; conducting project audits.
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RESULTS:
All project objectives as set and defined with the customer have been met in time. Based on the achievements I enabled the customer to carry out following measures:
• Restructuring of corporate organization (organizational chart).
• Introduction of a RFQ-Core Team
• Introduction of a project management office (PMO)
• Implementation of business units into the corporation
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Total cost saving potential approx. Euro 350 Mil. until end of Financial Year (FY) 2011, by adherence to the new product delivery process.
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Acceptance of the Product Delivery Process by management executives as well as by staff members, due to strong involvement.
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MASCHINE BUILDING – MECHANICAL ENGINEERING / PLASTICS & RECYCLING / AUSTRIA / EUROPE / USA
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ASSIGNMENT:
Supporting the management / Gaining market share, increasing turnover and profits, new flow of genesis
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OBJECTIVE:
Development of new markets in Europe and USA; Setting up international sales structures, gaining ground in new sales areas, finding new corporate customers/clients in Europe and USA.
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Role: Interim Manager (Sales & Business Development)
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Time frame: January 2006 until July 2007
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Duration: 18 Months
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ACTIVITIES WITHIN THE ASSIGNMENT:
• Analysis of company-related strengths, weaknesses, Risks & Opportunities, (USPs), development of SWOT, Market analysis, and market position,
• Recruiting Sales Partners (rep’s) in various European countries, USA & Oceania,
• Training & education of new sales partners on machinery and equipment,
• Defining target customer & customer segments related to company products (product array/range),
• Networking & communication with industrial partners and international chambers of commerce,
• Key-Note-Speaker-performance & presentations at international conferences and congresses, symposium & road shows,
• Customer Relationship Management (CRM), personal calls on clients and direct sales of products to new customers,
• Business Development Management; utilization & exploitation of new application areas for the products.
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RESULTS:
The objectives as defined: gaining new international markets in Europe and USA, setting up international sales structures, gaining ground in new sales areas, training of new sales partners, finding new customers in Europe and USA, creation of additional turnover, increasing sales and improving profits have been achieved. The total turnover of the business increased by approx. 20% and this company has attained an excellent international market position.
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M&A-BUSINESS TRANSACTION / SELLING A FIRM / BUSINESS CONSULTING / SUCCESSOR DEAL / AUSTRIA - GERMANY
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ASSIGNMENT:
Supporting the management / M&A transaction; Selling a company
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OBJECTIVE:
Conduct / Realization of a company sale (by direct mandate)to an appropriate and interesting buyer / Waste disposal firm / Recycling firm
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Role: Interim Manager (Senior Business Consultant - M&A / successor deals)
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Time frame: March 2003 until February 2004
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Duration: 11 Months
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ACTIVITIES WITHIN THE ASSIGNMENT:
• Analysis and valuation of several pre selected peer - operations, incl. SWOT & USPs,
• Execution of market analysis, creation of long list, evaluation of potential synergies,
• Application of multiples for evaluation purposes with the peers,
• Cold calling, first contact to interested parties (CEOs, management board, board of directors, industrialists),
• Conducting first orientation meetings, provision of handouts, signing confidentiality agreements,
• Creation of complete business plan, including financial plan, sales- & marketing plan,
• Coordination of due diligence incl. company valuation, pre-merger management,
• Short list creation, conduct of closing negotiations incl. contracting,
• Post-merger planning, settlement & management incl. closing-documentation.
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RESULTS:
The company have been successfully sold to a new owner (change of ownership); Transaction value approx. Euro 17, 5 Mil. The M&A-Project has been successfully accomplished and closed within the agreed time frame.
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M&A-BUSINESS TRANSACTION / BUYING A FIRM / TAKEOVER / MERGER / VALUE ADDED CHAIN / AUSTRIA - NETHERLANDS
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ASSIGNMENT:
Support to management board of affiliated group / Execution of a takeover / M&A project; purchase of a company in the Netherlands (Hilversum-Holland)
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OBJECTIVE:
Takeover of a firm within the Dutch railway infrastructure; Core business: To lay new tracks & maintenance of railway system, Purpose of takeover: extension of value added business chain
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Role: Interim Manager (coordination of company takeover)
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Time frame: September 2001 until December 2002
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Duration: 15 Months
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ACTIVITIES WITHIN THE ASSIGNMENT:
• Planning of complete takeover project, incl. conduct of risk management,
• Execution of market analysis, target-search, scrutinizing of potential synergies,
• Analysis & valuation of pre-selected targets (short list),
• Assessment of market position, strategic fit, creation SWOT & company profile,
• Application of multiples for comparison reasons with peer group,
• First contacting to the management of each envisaged target,
• Conduct of first orientation meetings, coordination and signing of confidentiality agreements,
• Authoring the business plan, including financial forecasts,
• Coordination of data room & due diligence with the support of KPMG Amsterdam,
• Company valuation, pre-merger management, communications-Management,
• Conduct of closing negotiations with target management board, incl. contracting,
• Post-merger planning & post-merger Integration activities
• Execution of necessary adjustments to the target’s management and staff-organization,
• Authoring and distribution of project closing documentation
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RESULTS:
This company takeover (transaction volume of approx. Euro 42 Mil.) was given the word of consent by all stakeholders involved and can therefore be considered as a friendly takeover. Due to intense market research work, the planning and execution of the transaction needed more time as usual, but all stakeholders (buyer and seller) were pleased with the result of new ownership and strategic set up. As off the date of new ownership, the target became a very successful affiliate of the group. The extension of the value added chain has been realized and the envisaged synergies turned out to be most beneficial for the group.
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AUTOMOTIVE – AUTOMOBILE/CAR INDUSTRY – ENGINEERING
AUSTRIA / Flint-Detroit - USA / Bupyung-Gu – SOUTH KOREA
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Position: Project Manager (as an employee)
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Responsible for international car & vehicle component development projects; Conduct of acquisition of new international projects and managing engineering projects for the development of automotive components, drive assemblies, all-road systems and complete vehicles, until Start of Production (SOP); Responsibility for a team up to 40 members. Project budget up to 17 Mil. Euro.
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OBJECTIVE:
The major deliverable is the provision of the final production documents and a manufacturing ready database for SOP at the customer’s site. The database consists of all construction and design data ready for manufacturing of pilot series (Design-Freeze/ construction-, interior-, exterior trim, body in white data, & results from vehicle testing), in compliance with customer bill of material and quality standards as agreed and in accordance with ISO 9001, DIN TS 16949, VDA 6.3, APQP including FMEA.
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Role: Project Manager
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Time frame: May 1994 until November 1998
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Duration: approx. 4 years
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MAJOR PROJECTS:
DAEWOO; Project for the development of a complete vehicle (station wagon) known as – Nubira -. Major activities as a projectmanager: Teaming up, Initiating, Planning & Design, Execution, Monitoring & Control, Closing. Final responsibility for budget, timing & deadlines, quality as well as customer communication.
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GENERAL MOTORS; Project for the development of an On-Demand All road System for a new vehicle group to be introduced on the Northern American market. Teaming up, Initiating, Planning & Design, Execution, Monitoring & Control, Closing. Final responsibility for budget, timing & deadlines, quality as well as customer communication.
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Involved in offering and acquisition work regarding car makers like Volkswagen AG, Daimler Chrysler AG, Alfa Romeo, Fiat Group, Lamborghini, etc.
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RESULTS:
All project objectives as set in the contract with the customer have been satisfactorily met within the agreed time frame and received customer’s approval. Daewoo Motor Corporation was enabled to start the production of the new station wagon as planned. I was able to close this project with a return of 26%.
The objectives for the General Motors project have been successfully achieved within the planned time and scope. The result was a high-end On-Demand All road system for the new passenger-car group.
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** A detailed Resume will be provided upon request.
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Education

EDUCATION:
2004 - 2006: International Executive MBA General Management with the focus on Project management & Process management; University of Salzburg, University of Toronto (Rotman school of Management) & University of St. Gallen (MBA).
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MASTER THESIS: M&A Business Case Arcelor-Mittal Merger; Avoiding Troubles in Takeovers; methods, Risks & Opportunities in Mergers & Acquisitions.
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1985 - 1990: Mechanical Engineering / Material science at the Utrecht Institute of Technology.
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1982 - 1985: Technical college (MTS) Mechanical Engineering at Gouda, the Netherlands
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COURSES:
2003: Entrepreneur training
2003: Reading balances & balance sheet ratios
2002: Controlling, ÖCI Vienna, Austria
2001: Decision taking techniques in accordance with Vroom & Yetton

Skills

CORE COMPETENCIES:
Specialized in Project Management (also as trainer & coach); profound project experience and MBA degree in Project- & Process management; familiar with PMBOK (PMI) & IPMA.
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Specialized to set up & implement the Product Delivery Process (PDP) into medium and large sized enterprises, especially into automotive-Supplier; including Restructuring skills / Change Management skills & Top-Business consulting for strategy development.
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Highly qualified to conduct any Merger & Acquisition (M&A) transaction, including business valuation techniques, Due Diligence & Post Merger Integration.
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Management tools & techniques: Methods for the valuation of enterprises, such as: DCF approach, book value, price to earnings ratio value, enterprise value, application of multiples; Authoring of business plan, financial forecast, Strategic-fit check, Due Diligence, application of Delphi Technique, SWOT, Ishikawa, Sensitivity Analysis, PERT, Monetary Value, Decision Tree Analysis, Monte Carlo Technique, Earned Value Analysis, Benchmarking.


Languages

LANGUAGES:
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German, fluently
English, fluently
Dutch, fluently (mother tongue)



Other

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BRANCHES:
Mechanical Engineering / Plant Technology & Construction/ Automotive/ Car making Industry / Steel & Iron making / Plastics & Plastics-recycling / plastics technology / Mergers & Acquisitions / M&A / Materials / Rolling Mills / Business Consulting / Training / Coaching
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INTERNATIONAL BUSINESS EXPERIENCE:
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USA
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CANADA
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EUROPE: Germany, Austria, Spain, Portugal, Italy, Belgium, Netherlands/Holland, United Kingdom, Switzerland, Greece
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ASIA: Philippines, South Korea, India, Malaysia, Singapore
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OCEANIA: Australia
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Middle East: Egypt
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Trainings & Workshops in USA & Deutschland
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Tags: Turnaround Manager, restructuring, trainer, coach, Project manager, process manager, M&A Manager, board, executives, Programme Manager, program manager, Interim Manager, Change Manager, Business consultant, technical, commercial, Turn-around Manager, implementation Manager, Change manager, Mergers & Acquisitions Manager, MBA, automotive manager, Herstructurering, Risico, Verandertrajecten, Overname, Fusie, Strateeg, BMW, Daimler
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