Established function “Project Portfolio Optimization” securing transparency, availability and optimized utilization of critical key resources for execution of Offshore Projects delivering significant reduction of risk accruals
Global Owner (responsible to develop, implement and optimize) of Core-process governing interface between BUs and Operations
Established “Engineering Portfolio Management” – standardization of customized solutions, NPI & ECM governance
Established “Engineering PMO” – Resource/Competence planning, tools, Stage Gate Model and supporting processes, KPI’s & performance monitoring
Structured and globalized Project Management function, establishing regional offices in EU, US & China.
Customer Engineering Solutions (2005 – 2009):
Fully restructuring of unprofitable BU. Redefined business case, implemented strategy with new product focus. Significantly reduced product portfolio, merged acquired competitor and simplified manufacturing footprint incl. closing German factory. BU profitable in Y2 – and better than budget in Y3.
Suppliers of livestock equipment (2003 – 2005):
Introduced S&OP, LEAN- tools and KPI’s in Operations and the interface to Sales. Relocated ~50% of manufacturing as part of merger with new owner
Automotive manufacturing (2002 – 2003):
Established new business segment incl. full setup to ordering, customizing, assemble and delivery busses in EU with order-specific bus-bodies produced at JV-partner in Brazil. Relocated setup and facilities to Norway following Group restructuring
Automotive manufacturing (1996 – 2002)
Transformed company to an integrated part of the company’s global logistics- & manufacturing structure. Stocks reduced >85%, deliveries stabilized at >99% “on-day” (from <20% “in-week” )
Executed Turnaround Program in ‘01 incl. significant outsourcing of components manufacturing and subassembly in preparation for divestment.