Operations and supply chain in volatile industrial environments. Aerospace, Energy, MedTech. From the shop floor to a greenfield facility with a €150 million budget.
Results in volatile environments are not a matter of effort. They are a matter of steering.
Close enough to build it. Far enough to see what needs changing.
Ramp-ups start late and stabilize even later. Schedules drift. Expedites multiply.
Supplier yield escapes reach the line before anyone catches them. The people running it are not the problem.
More effort does not replace the logic that decides what to prioritize when everything is urgent. The gap is structural. Pressure does not close structural gaps.
What helps is a steering logic that holds. Three examples.
Engine overhaul in running operations. I redesigned the value stream, introduced visual control systems, and rebuilt the shift handover from improvisation to structured information flow.
Two production divisions restructured at the same time, one built from scratch, one in live operations. I led both from concept to shopfloor implementation.
Cardiac surgery systems, precision production. I redesigned the value stream and introduced KANBAN-controlled production, with strict quality requirements and non-negotiable continuity.
Close enough to build it. Far enough to see what needs changing.
I build the operating system that makes volatile environments steerable.
Clear steering logic, fixed routines, defined triggers. Data that sets a shared reality instead of fueling opinion loops. KPIs that show signal, not noise.
People enabled to make better decisions because the system holds. Not because the team works harder, but because the structure finally works.
I started at Fraunhofer, learning how to read factories. Value streams, material flows, the hidden logic beneath the surface. Start with what is really happening, not what the org chart suggests.
Then precision manufacturing, then aerospace MRO. Most recently, a greenfield facility in Asia: 30,000 square meters, 850 people, €150 million budget, two corporate governance structures running in parallel. Complex by design. That is where I perform best.
Complexity was never the problem for me. It was the reason.
I am most interested in environments where complexity is structural and where the difference between steering and reacting shows up in the numbers.
If something on these pages resonated, I would be glad to hear from you.
No agenda required.