Injection Molding Expert

• Project management for Porsche interior plastic parts
• Ensuring complete and smooth information flow between the customer and internal departments
• Creating and monitoring resource, schedule and overall project plans
• Active support and independent customer handling
• Coordinating technical discussions and pricing discussions
• Organizing, running and documenting coordination meetings with development and controlling
• Preparing quotations with cost specifications, analyses and presentations
• Independent cost negotiations, change handling and final negotiations
• Carrying out deviation analyses

Programming custom indicators with ProBuilder (for the ProRealTime platform)

6 months at RCP - Rabe Academy (basics - trading account - TWS Interactive Brokers) Focus: ETH price history - NVIDIA stock (NASDAQ and CBOE)

• 500 hours total (TradingView & ProRealTime), including approx. 1,500 hours of tick data analysis using ProRealTime

Systematic market analysis, development of custom indicators, pattern recognition.

• Analysis of planning processes and management system
• Observation and evaluation of managers
• Derivation and implementation of personnel measures
• Interim production management
• Establishment of proactive production planning processes
• Implementation of a management operating system from the shop floor to the management team
• Reports and structured meetings
• Interim Production Manager and Head of a task force
• Repeatable throughput increased by 10%

• Responsible for the strategic and operational development of the procurement organization at Richter Chemie-Technik GmbH within the international IDEX Corporation, with a focus on procurement transformation, international sourcing strategies, cost reduction and the stabilization of global supplier and supply chain structures.
• Responsible for international sourcing strategies across direct and indirect commodities
• Management of strategic cost reduction, supplier development and procurement transformation initiatives
• Responsibility for commodities such as castings, PFA, ceramics, stainless steel and aluminum
• Conducting international price, contract and supplier negotiations
• Impact / Success:
• Identification of significant savings potential within strategic commodity structures
• Analysis of international market and supplier structures with identified potential of Ø 38 %
• Development of data- and performance-oriented procurement structures
• Promotion to the position of Head of Procurement after successfully completing the interim and transformation mandate

In this project, I was responsible for designing and implementing a new, modular, and highly scalable test bench platform for an automotive supplier. My focus was on developing a robust system architecture and programming the associated software, with UML modeling used consistently throughout. This structured approach significantly increased the reusability of individual LabVIEW test modules and sustainably reduced development time for subsequent projects. I also integrated modern automotive standards such as CAN FD, LIN, and safety requirements, making the solution future-proof.

Technologies: LabVIEW, Visio, UML, CAN FD, LIN, DMM, Safety, Image processing, Project management, HMI, C#, C++, Python, Rust, CI

• Packaging wholesale
• Transformation project at the interface of purchasing, supply chain and inventory management.
• Professional support for the introduction of Eazystock and development of the procurement and planning logic for order quantities, service levels, reorder points, MOQ/MOV, coverage and data quality.
• Design of the relocation of Swiss inventory to Adligenswil and Root, including variant comparison, item prioritization and interface management between purchasing, logistics, sales, product management and IT.
• Introduction of a total cost and working capital approach.
• Development of a prioritized roadmap for 117 supplier data records and restructuring of supplier meeting preparation.
• Made the relocation planable for the first time with a timeline, variants, item priorities and responsibilities.
• Developed a roadmap for 117 supplier data records; 73 records could be scheduled, while data gaps for 44 records were made transparent.
• Structured the preparation process for supplier meetings from 2.5–3.0 to around 1.5 working days, with a potential time reduction of 40–50 %.
• Inventory, working capital, warehouse, ordering and logistics potential supported by calculation logic.
• Monetary effects are deliberately reported only after implementation and target-actual comparison.

• Revenue €90 million, 50 employees

• Industry: Shipbuilding, marina

• Temporary assignment as Head of PMO

• Recording and validation of PMO processes

• Creation of capacity planning through 2032

• Evaluation of standard preservation processes, including VSM and macro mapping

• Creation of planning tools for project coordinators

• Participation in coordination meetings with Meyer Werft

• Data preparation for the monthly review

• Contribution to the tendering strategy for new ships

• Creation of roles and responsibilities and job descriptions for project managers and project coordinators

• Project management for the Disney Adventure cruise ship

• Re-design of the reporting tool

• Creation of a planning tool for project coordinators with a planning horizon through 2032

• Design of an on-call service, including work instructions

• Creation of calculation models for quotations

• Project management for Disney Adventure

• Project for Liebherr Excavators: routing of cable harnesses for complex, parametric cable harness systems for various excavator systems with PTC/Creo Cabling 10.0
• Processing and creation of bills of materials in Windchill (Albatros)
• Project for Harmann: change management for control units in the automotive sector for OEMs such as Porsche, Audi and VW Group using Teamcenter
• Coordination and communication of changes with the departments involved
• Project for the service provider Segula: administration of various CAD systems (myPLM, CATIA, PTC/Creo, Siemens NX), PLM systems (Teamcenter, Windchill) and OEM-specific systems (VWCGR Lite, Porsche PDMU Offsiteclient)
• License management and organization of license procurement for the OEM-specific systems
• Organization and delivery of CAD training for PTC/Creo Parametric
• Project for Giesecke + Devrient in Munich: support with the introduction of Windchill, integration of the Creo Direct Modeling CAD system and the SAP ERP system
• Designer for cable harness routing for banknote inspection machines in PTC/Creo Parametric and Creo/Cabling
• Transferring data to SAP; maintaining material numbers in SAP and SAP ECTR
• Preparing assemblies and bills of materials for transfer to Windchill and SAP
• Maintenance and management of variants for banknote inspection machines
• Creation of master data and migration of data from CAD to SAP (SAP PP, SAP MM)
• Agile work with Jira

• Responsibility for all operational areas from logistics, production to supply chain, quality, planning, and improvement
• Building a new operations organization structure in response to increased demand during the COVID-19 situation
• Redefining internal processes and establishing a leadership structure for quick market response
• Setting targets and continuously tracking operational goals
• Reducing lead time in the extruder area from 28 weeks to 10 weeks within 15 months through sustainable supply chain and flexible manufacturing methods
• Cutting lead times in the lab area for analytical devices from 15 weeks to 3–4 weeks
• Increasing output in the analysis department by 35% while reducing capacity by 20%
• Implementing measures to reduce inventory and increase inventory turnover
• Improving supply chain strategy, cycle time reduction, and flow production for serial products
• Driving digitalization in production and warehouse management
• Implementing a comprehensive reporting system

• Stabilization of a loss-making production site and operational implementation of a comprehensive transformation and restructuring program.

• Management of the transformation and restructuring project

• Coordination between management and external consulting firms

• Operational management of restructuring measures

• Sparring partner to management for strategic and operational decisions

• Adjusted personnel structure from 400 to 300 employees

• Return to operating profits

• Production output stabilized despite the restructuring

• Implementation of an investment program of over 14 Mio. € to modernize the production site

• Restructuring of toolmaking based on the Lean Method module TPM, including tool costing, design, manufacturing setup and cycle times
• Optimization of production process structures and documentation with wear and spare-parts management using standard-part suppliers (consignment warehouse)
• Optimization of tool setup times according to Refa study and MTM
• Revision of organizational and planning processes
• Detailed coordination of equipment availability with logistics

• Implementation of several automatic milling fixtures for metal processing in the automotive industry
• Implementation of various punching and bending machines, including interlinking
• Electrical design of a production line for surface treatment of roasting ovens for the food service industry

• Coordinated projects to expand the production and testing of coils for electrical power technology used in substations
• Analyzed business cases for manufacturing concepts and saved €1.9 million as a result
• Planned and implemented infrastructure projects, including a test lab, with internal departments, structural engineers, architects, fire protection and sound insulation specialists, authorities and test technology development; saved €50,000 and met project deadlines
• Procured container buildings efficiently
• Coordinated the internal project team in a focused and people-oriented manner and did not shy away from conflicts: layout planning, development, test technology, OEE, production management and management
• Analyzed the plant’s process flow and OEE and saved €200,000 in additional building costs
• Implemented project management tools in the specialist department
• Ensured transparent communication and reporting, thereby enabling decisions by senior management

• Business consulting, process consulting, digitalization consulting, and funding consulting as well as coaching for small and medium-sized enterprises (SMEs)