• As a dedicated Quality Assurance Engineer and Read Across Leader for both automotive Heating, Ventilation and Air-Conditioning (HVAC) and e-Compressors, I brought a proactive approach to maintaining high-quality standards across projects. I was responsible for creating and maintaining the Quality Assurance Plan, managing and monitoring all quality-related issues within the ALM tool according to defined processes. By supporting the Engineering Project Manager, I helped define and implement containment actions for quality-related issues and participated in engineering work product reviews. Additionally, I conducted process audits and provided regular quality assurance status reports and process audit results for all OEMs.
• In my role, I mentored employees at all levels on working within ASPICE rules, acting as a co-assessor in assessments to further the learning curve and foster knowledge sharing. I had the authority to escalate quality findings and issues to the Engineering Project Manager and the quality organization, and I was responsible for approving and closing quality-related issues within the ALM tool.
• As the leader and manager of the Global HVAC Quality Improvement Team (QIT) for manufactured HVAC systems for all OEMs, I ensured program quality for all new HVAC, CAC, and Chiller business and development projects. I also held paired customer quality responsibility for OEM-facing HVAC production at both Charleville (France) and Samara (Russia), participating in customer reviews, visits, launch team management, and customer audits.
• My responsibilities included integrating processes and tools across European operations and ensuring compliance with Hanon PLM systems.
• With a strong focus on quality assurance and process improvement, I was committed to driving excellence and delivering high-quality products and services.Act as Moderator in all Functional Safety Management Programs 

Quality Assurance Planning and Management:

• Developed and maintained Quality Assurance Plans, managed quality issues within ALM tools, and supported the rollout of containment actions for project-related quality issues.

Process Audits and Reporting:

• Conducted process audits for all defined processes, provided regular quality assurance status reports, and reported on process audit results for all OEMs.

Mentorship and ASPICE Compliance:

• Mentored employees on ASPICE rules, acted as co-assessor in assessments, and fostered a culture of continuous learning.

Escalation and Issue Resolution:

• Escalated quality findings to the Engineering Project Manager and quality organization, approved and closed quality-related issues within the ALM tool.

Global HVAC Quality Improvement Team Leadership:

• Led and managed the Global HVAC QIT, ensuring program quality for new HVAC, CAC, and Chiller business and development projects.

Customer Quality Management:

• Managed customer quality responsibilities for OEM-facing HVAC production in France and Russia, attended customer reviews, visits, launch team management, and audits.

Process and Tool Integration:

• Integrated processes and tools across European operations, ensuring compliance with Hanon PLM systems

• In my role as a Purchasing Specialist and Localization Expert, I proactively led and mentored both the Purchasing and Inbound Logistics departments at the Naberezhnye Chelny (Tatarstan, Russia) site. My responsibilities encompassed all aspects of project purchasing, addressing plant purchasing needs, and ensuring the implementation of processes and procedures.
• Leveraging my leadership experience, I conducted contract negotiations and crafted the wording and phrasing of purchasing contracts for both Pre-SOP and Serial production. I collaborated with senior management (General Manager) to identify opportunities for localization programs, ensuring the company met its targets
• I assisted and led quality initiatives at the Chelny Plant to improve production quality. Additionally, I supported Magna Seating in its Russian launch operations and cost optimization for the Ford C520R (Kuga), B515R (Ecosport), V363R (Transit), and B299R (Fiesta) programs.
• Working closely with all local and country teams, I ensured the smooth running of operations and maintained program management processes to meet customer milestones.

Leadership and Mentorship:

• Led and mentored the Purchasing and Inbound Logistics departments, ensuring the successful implementation of processes and procedures.

Contract Negotiation:

• Utilized leadership experience to negotiate contracts and craft precise purchasing agreements for both Pre-SOP and Serial production.

Localization Programs:

• Collaborated with senior management to identify and capitalize on localization opportunities, meeting company targets.

Quality Improvement:

• Led quality initiatives at the Chelny Plant, enhancing production quality.

Launch Operations Support:

• Assisted Magna Seating in its Russian launch operations and optimized costs for various Ford programs (Kuga, Ecosport, Transit, and Fiesta).

Cross-Team Collaboration:

• Worked closely with local and country teams to ensure smooth operations and adherence to program management processes, meeting customer milestones

• In my role as a proactive Global Project Manager for the Warranty Office, I led and managed dealer communications and dealer repair processes. I extensively utilized Six Sigma methodology to leverage the best processes for optimizing dealer communications and repairs.
• I collaborated with the Ford Customer Service Department, Service Engineering Organization, Technical Service Operations, and Central Quality Department to ensure the correct wording and phrasing of technical service bulletins and messages to dealerships.
• As a Business Process Champion, I taught others best practices in warranty management while leveraging the Quarterback Process to achieve a reduction in warranty spend across all vehicle lines.

Leadership and Management:

• Led and managed dealer communications and repair processes, ensuring efficient and effective operations

Six Sigma Methodology:

• Extensively used Six Sigma practices to optimize dealer communications and repair processes

Collaboration:

• Worked with the Ford Customer Service Department, Service Engineering Organization, Technical Service Operations, and Central Quality Department to craft accurate technical service bulletins and messages

Business Process Champion:

• Taught best practices in warranty management and continuously improved processes to reduce warranty spend across all vehicle lines

Quarterback Process:

• Successfully leveraged the Quarterback Process to achieve significant reductions in warranty expenditures

• As a proactive Project Manager for Prototype Samples, I led and coordinated the delivery of internal prototype factory outputs to customers such as Porsche, Audi, SCANIA, and Volvo Truck Climate Control programs. My responsibilities included managing and coordinating displays, software, hardware, and electronic project timelines to ensure on-time delivery.
• I oversaw material procurement and organized work programs for the prototype factory, ensuring the procurement of critical parts. I coordinated with tool makers for silicone tooling for A, B, and C samples, ensuring the delivery of quality parts aligned with BHTC requirements, drawings, and 3D data. Working closely with the Development Engineering and Sales departments post-acquisition, I led the customization team to meet client-specific needs.

Leadership and Coordination:

• Led and coordinated the delivery of prototype samples, ensuring on-time delivery through effective project management.

Timeline Management:

• Managed project team timelines for displays, software, hardware, and electronics to ensure timely delivery.

Material Procurement:

• Coordinated material procurement and organized work programs for the prototype factory.

Tooling Coordination:

• Worked with tool makers to produce silicone tooling for samples, ensuring quality parts met BHTC requirements

Cross-Department Collaboration:

• Liaised closely with Development Engineering and Sales departments to lead customization efforts post-acquisition

• As a proactive Implementation Manager, I successfully led and project-managed the transition from a customer-based 3PL to a new outsourced 4PL managed service with a 10 million Euro logistics spend. Acting as the Business Unit Manager, I oversaw all aspects of this significant transition.
• I managed HR functions, recruitment, and training for the new team at Pravia, which consisted of five members. I created, implemented, and managed baseline settings and KPIs for both customers and suppliers (carriers).
• I project-managed the timings and progress updates of the project plan in collaboration with UK 3t business teams. I process-mapped current processes, aligned them with 3t processes, and identified potential issues, risks, synergies, and opportunities with other LINPAC manufacturing sites.
• I conducted communication workshops with LINPAC teams, including customer service, dispatch, manufacturing, and planning departments in the Barcelona and Madrid depots. I was responsible for creating 1 million EUR in logistics and warehouse management operational and headcount cost savings by working closely with LINPAC senior management and HR teams
• Throughout my tenure, I demonstrated a strong commitment to proactive problem-solving, effective leadership, and achieving project goals, ensuring a seamless transition and significant cost savings for the organization.

Project Management:

• Led and managed the transition from a 3PL to a 4PL managed service, overseeing a 10 million Euro logistics spend

HR and Team Management:

• Managed HR functions, including recruitment and training of a new team at Pravia

KPI Management:

• Created, implemented, and managed baseline settings and KPIs for customers and suppliers

Process Mapping:

• Process-mapped current processes, aligned them with 3t processes, and identified potential issues and opportunities

Workshops:

• Conducted communication workshops with LINPAC teams, ensuring smooth operations and integration

Cost Savings:

• Achieved 1 million EUR in logistics and warehouse management operational and headcount cost savings through strategic planning and collaboration

• As a proactive Project Lead in global purchasing programs for various OEMs, I ensured projects were completed on time, cost-optimized, and maintained lean supply chains. I collaborated with all relevant internal manufacturing teams, external suppliers, tool manufacturers, and customers.
• With extensive global strategic and project purchasing experience across all commodities used in wiring harness production, I managed a budget of up to 50 million Euros. I was responsible for the transformation of terms and conditions (T&C) projects, achieving total personal savings in excess of 4 million Euros in 2009
• I conducted, negotiated, and signed supplier contracts, including necessary conditions and framework agreements. I worked closely with customers and internal engineering teams to prepare Statements of Work (SOW) and ensured final sign-off by suppliers
• I provided change management and chemical engineering guidance to engineers at Remscheid, Bersenbrück, Wismar, and Vyskov (Czech Republic) for material change programs in the automotive and domestic appliances industries
• Throughout my tenure, I demonstrated proactive leadership, strategic planning, and effective collaboration, contributing to significant cost savings and the successful execution of global purchasing programs

Project Leadership:

• Led global purchasing programs for various OEMs, ensuring on-time, cost-optimized projects with lean supply chains

Budget Management:

• Managed a budget of up to 50 million Euros, achieving savings of over 4 million Euros in 2009

Contract Negotiation:

• Conducted, negotiated, and signed supplier contracts and framework agreements

Collaboration:

• Worked with customers and internal engineering teams for SOW preparation and final supplier sign-off

Change Management:

• Provided guidance on change management and chemical engineering for material change programs across multiple sites

• Change management and chemical engineering guidance for material change within the Automotive, Truck and domestic appliances Industry
• Carry out reviews with Purchasing, Commodity, Sales, Design, Manufacturing Engineering and Quality departments so as to improve the resin harmonization program and reduce costs by 400,000 EUR
• Guide and drive plant teams for specific projects of surface coatings (gold, silver, tinning) for terminals and connectors with savings in gold plating of 2 million EUR.
• Responsible for managing project and product development cost control with extensive use of SAP/R3 (SAP FI/CO) in line with SOX guidelines.

• Business Process Improvement:
  • Collaborated with Deutsche Entwicklungsdienst Project Partners to improve SCM and lean manufacturing processes, implementing 5S methodologies.
• Lean Implementation:
  • Implemented lean principles in supply chains, manufacturing, and packaging, achieving operational efficiencies and cost savings.
• Process Re-engineering:
  • Conducted process walks and audits to re-engineer manufacturing and logistics processes, optimizing workflow and productivity.

• As a proactive European Six Sigma & Inbound Supply Chain Operations Manager, I effectively resolved comprehensive management and operational issues, working closely with the LLP Managing Director and key customers. I implemented and managed inventory and logistics chains in alignment with Ford of Europe's lean requirements, identifying and resolving supplier shipping and carrier challenges.
• I defined, agreed upon, and implemented KPI trends across European manufacturing sites, creating savings of over 50 million USD for Ford of Europe. I established cross-dock centers to enhance lean logistics, increase the number of loads per unloading dock, and reduce costs.
• I applied lean and Six Sigma (DMAIC) methodologies to optimize processes and control costs, achieving a return on investment (ROI) exceeding 2 million USD. I managed a team of 20 direct and up to 200 indirect resources across 2 call centers and 7 manufacturing sites.
• I cross-functionally managed and motivated diverse operational teams, including call center staff, manufacturing site personnel, and shipping/transport teams. My roles included Supplier Development Manager, Engine Plant Supply Chain Manager, Inbound Logistics Manager, and Southern European Operations Manager.

Management and Resolution:

• Worked with the LLP Managing Director and key customers to resolve comprehensive management and operational issues.

Inventory and Logistics Management:

• Implemented and managed inventory and logistics chains to meet Ford of Europe's lean requirements, resolving supplier shipping and carrier challenges.

• As the proactive Outbound Operations Manager for Texaco Ltd, I managed outbound operations to all Texaco petrol stations across Great Britain. I oversaw warehouse IT operations to ensure optimal warehouse locations and pick-faces for Texaco products, enhancing efficiency and accuracy in distribution.
• I led the implementation of ISO9001 standards and conducted stock audits to cross-check warehouse stock against Texaco Ltd material purchases, ensuring compliance and accuracy in inventory management.