Tool Making Experts in Germany

• Acquisition activities
• Reporting

UEF 3.0 · Semantic Government Overlay (SGO) · Autonomous Systems (UAS / dual use)

• Designed: Semantic Government Overlay (SGO) – AI-guided administration without replacing existing specialist procedures. Read-only semantic layer over registers and specialist processes based on the Federal Information Management (FIM). Decision authority remains with the case worker (architecture principle).
• Developed: Reference architecture with source-backed, derived statements (Executable Ontologies OWL/RDF/SHACL). Technically guaranteed purpose limitation and no-write-path principle in specialist data – auditable, without a central data pool.
• Anchored: Regulation as a design principle: EU AI Act (high-risk obligations for public-sector AI, fundamental rights impact assessment under Art. 27), GDPR, NIS2, and administrative automation limits (§ 35a VwVfG, § 31a SGB X) as technical control points in the architecture.
• Created: Methodical tool for pilot organizations: data pipeline assessment (phase 0), compliance blueprint, and management summary as a decision-ready package for public administration.
• Specified: UEF 3.0 as a successor architecture to TOGAF – decision paper, canonical ontology, six-layer architecture, read/actuate boundary, federation registry, terminology concordance, and release delta as a closed specification status.
• Architected: AI-native mission OS for autonomous UAS and ground robotics as a tactical layer on top of a separately approved autopilot. Run-time assurance according to ASTM F3269-21 (Simplex pattern): the verified safety controller keeps authority, the AI function provides suggestions.
• Designed: Three-tier architecture – Tier 0 autopilot with 650 Hz flight control on RTOS, Tier 1 AI OS with semantic world model and multi-agent cluster, Tier 2 swarm and ground mesh. Zenoh as the primary fabric, MAVLink as the only authenticated command path (single writer). Result: graceful degradation – loss of the mission, not of the aircraft.
• Secured: Two-gate chain on the read/actuate boundary – governance gate (can-question: AI Act risk class per actuation, enforced human oversight under Art. 14, immutable log) before the RTA safety monitor (is-it-correct question: flight envelope, geofence, energy reserve) with revert to the baseline controller.
• Anchored: Dual-use architecture with common core and build-time fork instead of runtime switch. Three separate legal levels: civil variant – UAS under the EASA Basic Regulation (EU) 2018/1139 with the limited applicability under Art. 2(2) of the AI Act, ground robotics under the Machinery Regulation 2023/1230 with the full high-risk obligation chain, Cyber Resilience Act for both; unarmed carrier variant as defense material under AWG/AWV and Dual-Use Regulation 2021/821 (BAFA approval); armed variant under KrWaffKontrG. Each variant lives under exactly one dominant legal regime. Evidence base: AI BOM, SBOM, and complete data lineage.
• Analyzed: System analysis and realignment of grown engineering system landscapes. Approach concept for consolidation without migration – semantic layer over the existing sources instead of data transfer. Result: decision-ready implementation concept including an evaluation model for the target architecture.

• Replacement and renewal of the existing client PCs with an upgrade to Windows 11 and mobile workstations with laptops and docking stations
• Introduction of Office365 with OneDrive use
• Introduction of e-invoicing with DATEV accounting software
• Revision of the standard office applications in daily use
• File storage in SharePoint instead of local data storage
• New authorization structure for users
• Use of Microsoft accounts to synchronize profiles
• Reorganization of the document scanning process with storage in SharePoint
• New backup concept in addition to the Microsoft cloud solution
• Introduction of new data structures: review and separation of data into active, inactive, private, business
• Simplification of processes
• Increased data security and improved security
• Permanent data availability at all internal and external workplaces

 HR project management for downsizing (40 employees)  Negotiation of works agreements, e.g. contractual wages, implementation of MTM, Flex@Work  Training and coaching of managers

• Retrofit of 10 existing distribution centers with ASML (automated scan manual labelling)

• Automation of conveyor technology at the induct with the goals of improving ergonomics, reducing costs, and increasing throughput

• Adaptation of existing MHE (material handling equipment)

• Supplier management (internal and external)

• Construction site coordination

• Detailed planning and execution of the implementation concept

• Acceptance tests for machine safety, Machinery Directive

• Planning and execution of IOQ, SWEH, SAT, Launch

• Ensuring compliance with costs, deadlines, and scope

• Risk management

• PM coaching of the project team and suppliers

• Leading multiple international teams

• International communication/coordination of sites (Delivery Stations AMZL, suppliers), RME, Ops, Safety, PMO, and Quality

• Methods and tools: Interim project management, project management (classic, agile, hybrid), change management, V-model, Scrum, Ozark, Chime, PtW, RightCrowd, stakeholder management, scheduling, cost planning, resource planning, controlling, conveyor technology, logistics, mechanical engineering, construction site coordination, claim management, requirements management, specifications, functional specification, supply chain management, risk management, FMEA, lessons learned, supplier management, team leadership, communication (international)

• Conduct comprehensive assessments of operational processes to ensure alignment with ASPICE standards.
• Develop and implement quality assurance frameworks that enhance product and process quality.
• Collaborate with cross-functional teams to drive continuous improvement initiatives and foster a culture of quality.
• Provide training and support to teams on ASPICE requirements and best practices.
• Facilitate audits and assessments to identify non-compliance issues and develop corrective action plans.

• Systematic analysis of cost drivers and targeted implementation of savings potentials in electronics, electromechanics, and medium voltage. Achieved a cost reduction of 9% compared to the 12% target.

• Introduced a transparent reporting system by integrating various existing systems and interfaces to improve data quality and monitor product costs for an annual volume of approximately €230 million.

• Deployed design-to-cost initiatives and cost-out workshops in close collaboration with procurement, product management, and engineering to drive technical optimizations and sustainable savings.

• Applied strategic negotiations, second-source qualification, and price and value analyses. Complemented by cost assessments and benchmark analyses to ensure long-term cost efficiency and competitiveness.

• 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

• Problem solving all related quality issues and establishment/preparing PPAPs for Volta Trucks Ltd.
• Engaged for remanufacturing JLR automatic transmissions PPAPs for ZF Automotive.

• Uzbekistan: optimizing vehicular production; setting up machinery
• Ghana: introducing CNC technology & machinery; programming; qualification training
• India: consulting for a Toolmaker company
• Ethiopia: teach the teacher in a school (metal cabinet)
• Mexico 2025: teach in CNC and tool
• 2022–Today: several consulting in the metalindustry; details on request

Exceleration focuses on the design and implementation of structured Excel-based management systems for SMEs.

The project helps companies transform fragmented spreadsheets into integrated operational tools that support planning, automation, and decision-making.

Typical solutions include:

• Production and capacity planning systems
• KPI dashboards and operational reporting
• Financial monitoring and business case modelling
• Automation of recurring workflows through VBA and Power Query
• Integration of operational data across departments (operations, finance, administration)

The goal is to create simple but robust management infrastructures that increase transparency, reduce manual work, and improve operational control.

• Consulting and interim management in the automotive industry, healthcare and other sectors focusing on program management, production launches, plant management, supplier development, cost reduction, process optimization, AI implementation and AI-driven process automation.

• Key projects:

• Concept for performance documentation of a pain therapy department with interdisciplinary input and reconciliation with OPS catalogue (Feb 2026).

• Complete billing system for a medical practice with multi-tenant support, state machine workflow, ZUGFeRD/EN16931-compliant invoice generation, OpenEMR integration; implemented with ~4 200 LOC Python, ~1 700 LOC SQL, 30+ endpoints, 13 DB migrations (Dec 2025 — Feb 2026).

• Clinical decision support system for inpatient pain therapy including automated processing of pain questionnaires, AI-generated therapy recommendations and longitudinal analysis; stack: FastAPI, Ollama, PyMuPDF, React + TypeScript, PostgreSQL, Docker (Sep 2025 — Mar 2026).

• End-to-end AI-powered transcription and documentation pipeline from physician-patient conversations with WhisperX transcription, five-stage LLM pipeline, review UI and self-hosted infrastructure; stack: FastAPI, WhisperX, Ollama, React + TypeScript, Docker (Aug 2025 — Feb 2026).

• AI-powered pipeline for document recognition and automated bank reconciliation processing >3 000 transactions and >4 000 documents with multi-model OCR, LLM-based document separation, web UI and loop-based prompt versioning; infrastructure: Docker Compose, PostgreSQL, Ollama LLM server (Aug 2025 — present).

• Supplier development for suspension parts including changes, new launches, relocations and bottleneck management for KTM (May 2023 — Nov 2024).

• Leading transfer of 150 serial production items after supplier plant closure for KTM (Jul 2022 — Jan 2024).

• Lean and process consultation for Swiss manufacturer of electro components at Von Roll Schweiz AG (Jun 2018 — Nov 2018).

• Ongoing back office support and process improvement for a private pain therapy & TCM practice including anesthesia protocols, website setup, digitalization and process optimization (May 2018 — May 2025).

• Acting plant manager for interior trim components in Hungary focusing on stabilization, tooling optimization, headcount reduction and backlog reduction at MAO Automotive GmbH & Co (Feb 2018 — Jun 2018).

• Start-up consulting and coaching for private pain therapy & TCM practice covering concept, business plan, financing, construction, setup and SOP implementation (May 2017 — Apr 2018).

• Program manager for critical suppliers DAG BR238 door trim leading supplier qualification, sampling, PPAP/EMPB tracking and process approvals at Megatech Industries Deutschland GmbH (Jul 2016 — Oct 2017).

• Interim COO and acting plant manager in aluminum profile processing automotive supplier with 350 employees and €80 M revenue, leading expansion in Slovakia at PWG Profilrollen-Werkzeugbau GmbH (Sep 2015 — May 2016).

• Leading labor and material efficiency program for headliner production focusing on process, material, labor and supplier cost reduction at Motus Headliner GmbH (Jan 2015 — Aug 2015).

• Leading development program for interior door trim DAG C292 including launch phase onsite in MS & AL at Toyota Boshoku America (Sep 2012 — Jan 2015).

• Leading cost down team for DAG C218 door panels at Toyota Boshoku Europe NV (Mar 2012 — Aug 2012).

• Sun visor development consulting for project team in Turkey including optimization, market analysis and design reviews at MARTUR FOMPAK (Jan 2012 — Dec 2014).

• Leading transfer of injection molding tools to new suppliers including sampling, assembly trials and PPAP/EMPB coordination at Toyota Boshoku Europe NV (Jan 2012 — Aug 2012).

• Program manager for BMW sun visors L7 Platform with production transfer and new development of F30 sun visor at Magna (Jul 2010 — Dec 2011).

• Global search for electronic components that were basically no longer available due to the chip crisis or allocation.
• Tools: MS Office and ORDAT B.08.60.491

• Conversion of furnace heating from coke gas to natural gas and subsequent changeover to a natural gas/hydrogen blend
• Utility supply and piping work (compressed air, cooling water, gas supply, electrical installation)
• Procurement and negotiations with suppliers
• Reporting to management
• Creation of layouts and project plans in MS Project
• Budget planning and monitoring
• Creation of various requirement and specification documents
• Topics: steel production, blast furnace, rolling mill, gas burner, hydrogen