Ümit Demir-Managing Director

International & industrial projects (industrial and consulting company for transformation, energy, production, and restructuring)

C- and B-level interim assignments in international industrial companies (such as ThyssenKrupp, Daimler, NT Medizintechnik, Brandstätter CNC, DEHOGA, Hartmann Logistik, MEGGLE.

Roles:

• Plant manager (up to 5 plants)
• Production manager / logistics manager (up to 350 employees)
• Quality manager (up to 12 employees)
• Maintenance manager (up to 45 employees)
• Program manager transformation & restructuring

FOCUS AREAS

• Leadership and management of industrial, transformation, and restructuring projects
• Interim management at B and C level (including vacancy bridging)
• Building and leading interdisciplinary internal teams as well as external expert networks
• Strategic and operational overall responsibility for customer and industrial projects
• Budget, capacity, and investment planning as well as operational P&L responsibility
• Restructuring, turnaround programs, and sustainable business stabilization
• Production, logistics, and supply chain optimization in complex industrial environments
• Technical and commercial contract analysis
• Creation and tracking of the schedule from contract start to final handover to the customer
• Planning the required personnel resources as well as internal and external partners and suppliers
• Communication and coordination with internal stakeholders worldwide, external partners, subcontractors
• Carrying out international business trips to internal and external stakeholders, suppliers, and customers
• Creation and management of the project procurement plan
• Management and control of procurement, including negotiations with subcontractors and internal organizational units
• Definition and management of the quality management plan (QMP) and related activities
• Ongoing cost control during the procurement and manufacturing phases
• Management of engineering and project documentation
• Planning of manufacturing with internal and external subcontractors
• Lean transformation (5S, TPM, shopfloor management) and operational excellence
• Automation and efficiency improvement programs in production and organization
• Site relocations, plant transformations, and industrial reorganizations
• Crisis management and ensuring delivery and production capability
• Introduction and implementation of energy management systems (ISO 50001)
• Energy controlling, energy efficiency programs, and CO₂ reduction strategies
• Funding management, regulatory compliance, and energy audits
• Audit management (internal and external) in international industrial organizations
• Make-or-buy decisions as well as cost, process, and result optimization

• Leadership of the local departments logistics, quality, lab, maintenance, shift management, production planning, HSE, sales with a total of 6 direct reports and 100 employees
• ISO TS 16949 VDA 6.3
• Employee training on HSE and quality
• Statistical analyses for quality and production
• Continuous improvement and lean management
• Implementation of ISO 50001 energy management
• Restructuring
• Reorganization
• Energy controlling
• EEG / energy tax and EnEG
• Support for the legal register
• Running workshops to reduce energy and CO2
• Expansion and optimization of an energy monitoring system
• Planning and implementation of energy and resource efficiency measures / CO2 reduction measures
• Development of measures to achieve climate-neutral production
• Plant setup

• Employee training HSE/environment
• ISO TS 16949
• Production organization
• Raw material management
• Supplier management
• Process engineering
• Six Sigma
• FMEA
• Customer support