• 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.
• Support and conduct comprehensive process review for various companies

• 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.

• 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 OEMfacing 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.

• Review and assist management team in resolving Quality issues and lead the change necessary to next level.

• 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 Project Manager for Supplier Quality & Development, I was responsible for SQE activities for all Japanese transplant operations. I proactively managed, identified and resolved supplier quality concerns, contracted tooling manufacturers, and ensured both timing and quality through regular visits and audits.
• I liaised between customers and outsourced IT teams for the customization of APQP reporting systems. Collaborating with Japanese and European design engineers, Asia Pacific Purchasing Operations, and European plants in Turkey, I instilled quality in every process using the 4M methodology.
• I managed the production of steel tooling for plastic protector systems for car interiors, protectors and connectors for hybrid vehicles, and grommets for external wiring looms. Additionally, I managed a team of three and a budget of approximately 750,000 EUR for the Audi Q7 and Scania CCS3 sample projects.

• Supplier Quality Management: 
  • Managed and resolved supplier quality concerns, ensuring high standards through regular visits and audits.
• Tooling Production: 
  • Oversaw the production of steel tooling for plastic protector systems, ensuring quality and timely delivery.
• Cross-Functional Liaison: 
  • Worked closely with Japanese and European design engineers, purchasing operations, and plants to instill quality in every process.
• Team and Budget Management: 
  • Managed a team of three and oversaw a budget for sample projects, ensuring efficient use of resources.
• Quality Management System: 
  • ?Planned and implemented the Quality Management System in line with company policies, global SOPs, and local regulatory requirements.

• 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.

• 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.

KPI Implementation:

• Defined, agreed upon, and reported KPI trends across European manufacturing sites, generating savings of over 50 million USD for Ford of Europe.

Lean Logistics:

• Established RDC/cross-dock centers, increasing load efficiency and reducing costs.

Six Sigma Methodologies:

• Implemented lean and Six Sigma (DMAIC) methodologies to optimize processes, achieving an ROI of over 2 million USD.

Team Management:

• Managed and motivated operational teams across call centers, manufacturing sites, and shipping/transport operations.

Diverse Roles:

Successfully held various roles, including Supplier Development Manager, Engine Plant Supply Chain Manager, Inbound Logistics Manager, and Southern European Operations Manager

Outbound Operations Management:

• Proactively managed outbound operations to all Texaco petrol stations in Great Britain, ensuring timely and efficient deliveries.

Warehouse IT Operations:

• Optimized warehouse locations and pick-faces for Texaco products, leveraging IT systems to enhance operational efficiency.

ISO9001 Implementation:

• Successfully implemented ISO9001 standards, ensuring high-quality management systems and compliance.

Stock Auditing:

• Conducted thorough stock audits to cross-check warehouse inventory against material purchases, maintaining accuracy and accountability in inventory management.