VP/DIRECTOR ENGINEERING – PROGRAM MANAGEMENT
Corporate Strategy, Innovation, Organization Capability
Broad global (America, EU, Asia) experience building organization capabilities, engineering, project management, product management, and sourcing in lean manufacturing environments.
Lead complex changes in organizations by articulating a clear case for change & then gaining shared vision with employees through effective & timely communications.
Innovative, strategic Engineering Leader who knows how to integrate customers’ needs & engineers expertise in a way that drives excitement, innovation, continuous improvement and significantly improves performance.
CORE COMPETENCIES
MULTI-SITE OPERATION PRODUCT DEVELOPMENT STRATEGIC PLANNING
INNOVATION PROJECT MANAGEMENT LEAN POLICY/PROCEDURE
TURN AROUND P&L MANAGEMENT PEOPLE MANAGEMENT
SELECTED CONTRIBUTIONS
• Turned around global Engineering teams by restructuring departments and implementing new electronic global lean processes that allowed resource sharing and a 75% reduction of engineering changes.
• Implemented Program Management in different businesses of SPX and Behr Systems, Inc. from a non-existent or weak matrix organization to a strong matrix structure.
• Turned a $350M program from red to green by restructuring the engineering resources (internal & external), changing the suppliers’ base (local to global), and by managing scope of work (deliverables) within nine months.
• Lead the innovation from the front end to back end for the development of a custom electronic product platform and system architecture methodology that reduced development time by 25%, cost by 30%, manufacturing lead time by 15%, and increasing market penetration by 10%.
• Revitalized Durr/Behr Systems Inc. USA, with an innovative robotic control system turning a struggling, break-even situation into a best-ever earnings one, achieving a turnover of $85 million in equipment with a cost reduction of more than 35% and rewarded with a $14M contract within six month.
CAREER TRACK
GENERAL DYNAMICS: AxleTech International – Troy, MI
(Global manufacturer of axles, brakes, suspensions and transfer cases, $520M, 100+ people managed).
Sr. Director Global Engineering…………………………………………………………………..07/12 to Present
With the executive management established business goals and translated these into a global vision and an achievable transition from a military to a global commercial customer base. Participated actively on the product line management (PLM) and program management set-up and implementation (Scheduling, Cost control, Business case deployment, Streamline product lines, Executive reviews, etc.) and executed due diligences for potential acquisitions.
Created and fostered collaborative relationship between global engineering entities (USA, Europe, and Asia) while fully supporting sales, manufacturing, quality and customer support.
Triggered continuous improvement that improved the company assets and engineering efficiencies, i.e. by capturing “tribe” knowledge, implementing standardization of global processes, KPIs (Schedule Performance Index, Cost Performance Index,.) etc..
Engineering priorities were set based on business strategy, resources, and capital expenditures of global business capabilities. These included new product development, best cost countries, cost reduction, sustaining engineering, manufacturing product launches.
Provided team development through mentoring, coaching, training, and constructive feedback to direct reports. Reviewed personal and departmental goals every quarter to realign as needed.
SPX CORPORATION: Hydraulic Technologies – Rockford, IL
(Industrial equipment for Construction, Wind Energy, MRO & Rail, $175M, 60 people managed).
VP Global: Engineering, Quality, and Sourcing…………………………………………………………………..12/07 to 12/11
Developed and expanded global engineering business units across the world (USA, Asia, and Europe). Through a team approach, created and implemented global electronic processes that allowed for coordinating engineering standards, changes, releases, project reviews, private labeling, shared resources, project management, sourcing, quality etc. making the integration of newly acquired businesses effortless.
• I developed a strategy road map for every BUs in coordination with engineering, marketing/business development, sales, and finance to support segment goals. These road maps allowed global new product development with local commercial Engineering.
• New development stage gates and project management processes were implemented in relation to the business unit’s needs, reducing development time by 20%, costs and better communicates project status.
• I lead the innovation process that allowed the company to release two major new products; leap frogging the competition, generating patents and forecasting a minimum of 9% CAGR for the next 5 years.
• Global sourcing generated more than $1M PPV. Road maps showed the strategies for the different BUs but also the global sourcing approach such as 3 pole strategy, supplier selection, supplier performance, supplier risk mitigation, rationalization, RFQ, cost saving and/or avoidance, contract, etc. I developed a shared resources organization to support this group with the help of the different Managing Directors.
• A global quality approach was implemented through shared resources. Road maps defined our global matrix strategies. Implemented standard KPIs (cost of quality, factory defects, OTD span, etc.). Instituted a monthly quality review meeting with managers and a quarterly one for the executive.
• Made Program Management presentation to segment executives for full implementation in accordance the PMI guides lines. The result of my presentation was the implementation of a strong global matrix structure.
Gaymar/Stryker: Buffalo, NY
(Healthcare, Temperature & Pressure Ulcer Management Products, $80 million, 35 people managed)
Sr. Director – Engineering, Quality, Regulatory & IT 12/06 to 12/07
Lead the R&D, sustaining, OEM and manufacturing engineering, groups to support our manufacturing centers located in USA, Canada and Puerto Rico.
• Revitalized engineering performance by implementing product management controls, road map strategy, departmental goals, succession plan, business case implementation and evaluation; all in support of private equity firm.
• Implemented “Master Control” software package, streamlined company processes.
• Worked with FDA to close a “Warning Letter”.
• Established a database of all regulations needed for proper development and manufacturing in accordance with GMP, ISO 13485, 9001, CE and FDA.
• For information technology, followed the same process by establishing a yearly road map (Policies, COGNOS projects, warehouse integration, AS400 production planning) departmental goals, measures, et...
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