Björn F.-Executive Project & Program Management and Procurement & Supply Chain | Beyond Project Management & Procurement | Connecting

Reporting line: Executive Management

Budget responsibility: 100 Mio. Euro

Responsibilities & scope:

• Interim management of AIP at the Papenburg site, a subsidiary of Meyer Werft, including management of operational workflows, priorities, and interfaces
• Restructuring and developing the procurement organization and stabilizing operational procurement processes
• Overall responsibility for managing key procurement packages for shipping companies – from tendering and bid evaluation through negotiations to contract awards
• Establishing transparent management, reporting, and escalation structures for contract awards, delivery dates, risks, and pending decisions
• Developing and using Power BI-based reports to manage contract awards, order status, delivery dates, risks, and pending decisions
• Service contracts and subcontractors: tendering, negotiation, and award; commercial management of service provider work; and supplier, change order, claim, and escalation management
• Coordinating and prioritizing employees and supporting resource planning, task allocation, and operational decision-making
• Central point of contact between Executive Management, Project Management, Engineering, Procurement, Logistics, commercial teams, and suppliers
• Supporting the change process through clear responsibilities, consistent workflows, and stronger cross-functional collaboration

Results and achievements to date (ongoing):

• Stabilized operational workflows and established clearly defined responsibilities within the organization
• Significantly improved visibility of contract award status, delivery dates, risks, escalations, and pending decisions
• Structured management of critical procurement packages and early action on schedule- and delivery-related risks
• Improved cost and contract transparency through systematic bid comparisons, negotiations, and reviews of service contracts, change orders, and external service provider work
• Shortened coordination and decision-making times through consistent reporting and escalation structures
• Improved cross-functional collaboration between Procurement, Project Management, Engineering, Logistics, and suppliers
• Established standardized procurement and management processes as a lasting foundation for an effective, scalable organization

• When projects escalate, they always get more expensive. When will you respond?

• Projects are unstable and milestones are missed.

• Teams are working at full capacity, while priorities and responsibilities are unclear.

• Risks are identified too late and decisions are delayed.

• Suppliers are falling behind, coordination takes too long, and oversight is lost.

• High costs, penalty fees—and, in the worst case, the loss of important customers and contracts.

• Immediate project stabilization: operational support from day 1.

• Transparency and clarity around structure, tasks, risks, and decisions.

• Less pressure on your employees, so they can work productively instead of reactively.

• Early warning system instead of escalation: risks become visible before they become costly or business-critical.

• Measurable progress through consistent execution and clear communication.

• Project structure and goal definition.

• Operational project management and PMO.

• Risk, change, and escalation management.

• Supplier management and interface coordination.

• Interim and crisis project management.

• Decision and communication management.

• Direct, clear, solution-focused communication without politics or delays.

• 15+ years of experience in industry, mechanical engineering, and automotive.

• Hands-on approach—not just an advisor, but someone who gets things done.

• Proven methods (including PRINCE2) combined with practical implementation.

• Rapid stabilization before costs, penalties, and customer losses escalate.

• A 15-minute conversation can save weeks of delays.

Reporting line: Executive Management / Department Management

Budget responsibility: Varies by project

Responsibilities & scope:

• Advising clients and project leads on organizational, structural, and operational fire safety requirements
• Conducting fire safety inspections and identifying and assessing existing fire and safety risks
• Developing suitable prevention and protective measures and monitoring and documenting their implementation
• Carrying out SiGeKo duties in accordance with the Construction Site Ordinance and applicable construction site health and safety rules, especially RAB 30
• Preparing, updating, and monitoring health and safety plans
• Analyzing risks across different trades and coordinating the required protective measures
• Conducting regular site inspections and documenting issues, responsibilities, and deadlines
• Advising the companies and trades involved on occupational safety, health, and fire safety measures
• Coordinating interfaces between the client, project management, specialist planners, contractors, and other project stakeholders
• Contributing to the preparation and updating of documentation for future work on the structure

Results / achievements:

• Identified and reduced fire, workplace, and health risks at an early stage
• Improved workplace safety and organizational fire safety in ongoing construction and client projects
• Established clear responsibilities and coordinated protective measures between the companies and trades involved
• Increased transparency through structured inspections, documentation, and consistent follow-up on actions
• Supported clients in carrying out their projects safely and in compliance with regulations
• Reduced safety-related disruptions, defects, and potential project delays
• Established effective occupational safety, health, and fire safety standards across the projects supported