Injection Molding Experts in Germany

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.

In this project, I was responsible for the design and implementation of 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 consistent use of UML modeling throughout. This structured approach made it possible to greatly increase the reusability of individual LabVIEW test modules and to significantly reduce development time for follow-up projects. I also integrated modern automotive standards such as CAN FD, LIN, and safety requirements, which made the solution future-proof.

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

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

• 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

• 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

• 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%

• 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

• 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)

• Overall responsibility for strategic and operational procurement, Procurement Management (11 FTE).
• Further development of the procurement and procurement organization, including task and role model.
• Management of cross-functional special projects (e.g. value engineering, design-to-cost).
• Development and implementation of a holistic sourcing and procurement strategy with a focus on resilience, ESG, de-risking, decoupling and cost performance.
• Execution of a comprehensive procurement transformation with a new supply chain strategy alignment.
• Reorganization of the procurement team to improve efficiency through clear role allocation and relief from non-core and non-functional tasks.
• Professionalization of contract management processes and supplier development programs.
• Process optimization along the S2C and P2P chain, including standardization and automation in line with MDR (EU Regulation 2017/745), GxP compliance & quality management systems ISO 9001 and ISO 13485.
• KPI development and optimization of the KPI system for performance and efficiency measurement in critical paths and missing parts.
• Coaching the team in strategic procurement work, project management and procurement due diligence.
• Implementation of AI-supported tools for sourcing, spend analysis and inventory management to optimize inventory.
• Achieved inventory reduction of ~31% through professional inventory management.
• Management of two cost reduction (cost avoidance) programs with quantified results: ~50% reduction in manufacturing costs for one core component and ~64% reduction in material costs for the successor platform through redesign and category sourcing.
• Savings in the low double-digit million range versus the baseline.
• Material groups: contract manufacturing, PCBA, EMS, blower, silicone injection molding, power supplies, batteries, displays, hoses, masks, valves, foams, cables, sensors, wireless modules (2G–5G), telemedicine components, laboratory services.

• Analysis of the current process
• Development of the target processes
• Support for the implementation of improvements in an SAP-enabled program
• Simplification of customer contact initiation
• Streamlining internal processes through automated real-time verification of claim relevance
• Creation of use cases

• Technical cost planning for fuel lines
• Creation of cost calculation and supplier comparison tools incl. risk analysis with MS Excel
• Participation in the creation of the requirements specification
• Participation in the creation of MS PowerPoint presentations with ThinkCell for cost and quote comparisons and analyses

• Took full responsibility for P&L, R&D, HR, finance and quality at Hyva Italy
• Reduced downtime by 30% through efficient optimization of production planning
• Increased productivity by 20%
• Initiated control mechanisms like whiteboards to improve transparency and efficiency
• Enhanced employee satisfaction through clear structures and effective leadership
• Reduced headcount by approximately 15%, from 224 to 199, without impacting productivity
• Achieved cost savings of €1.35 million through vehicle leasing and closing an external warehouse
• Organized weekly strategy meetings with department heads and stakeholders to foster collaboration and strategic alignment