When production, quality or industrialisation become critical, I take over.
For manufacturing companies in phases of instability or escalation – when fast, reliable decisions and operational execution matter.
- Led 40+ employees in international structures
- Automotive and plastics at group and plant level
- Projects and investments with far-reaching impact
Typical situations I am brought into.
- Production launches are not running stably
- Scrap, rework or technical risks are rising
- Processes are not robust or scalable
- Material, process or investment decisions are critical
- Operational leadership is missing in a decisive phase
- Strategically important projects are not properly secured
At that point, no further analysis is needed – but clear decisions and execution.
I am not a classic consultant. I take responsibility.
Defusing situations, stabilising systems and creating structures that keep working afterwards – without permanent intervention.
Where I step in.
Production & process stabilisation
Stabilising critical production situations, identifying the effective levers and implementing robust solutions in running operations.
Industrialisation & decision support
Reliable decision bases for materials, processes, equipment and technical trade-offs.
Interim & leadership responsibility
Taking responsibility when operational leadership, prioritisation and consistent execution are decisive.
Experience that holds up in critical situations.
My background spans plastics engineering and chemistry, business education and international industrial experience.
- steered material and process development
- built industrial engineering and launch structures
- worked across sales, engineering, quality and operations
- was responsible for projects with high investment and P&L relevance
- area of responsibility regularly audited to IATF 16949 and in customer audits
A real-world example.
Process stabilisation of a series plastics production (automotive)
A series production line was running at around 25 % scrap – costs, deadlines and delivery performance were under pressure.
Systematically narrowed down root causes across material, process and equipment, prioritised the few effective levers and implemented robust corrections in running operations.
Scrap reduced from around 25 % to below 10 % – savings of roughly €200,000 per year with more stable delivery performance.
Typical clients.
- Managing directors and technical managing directors
- Plant managers and production managers
- Heads of industrial engineering, operations or quality
- Companies in automotive, plastics processing and manufacturing
How I work.
Establish the picture
Quickly understanding the technical, organisational and economic levers.
Set priorities
Focus on the few measures with real impact.
Secure implementation
Support until processes, decisions and responsibilities work sustainably.
What you will not get from me.
- Strategy presentations without implementation
- methodical activity without operational impact
- consulting without clear priorities and responsibility
Frequently asked questions.
Do you also take on operational leadership on a temporary basis?
How long does a typical engagement last?
Do you work on site or remotely?
For which industries?
How does the collaboration work – project, mandate or interim?
What happens in the intro call?
Let's find out whether and how I can support you effectively.
The first conversation is not about a standard offer, but about your specific situation and whether a collaboration makes sense.
Or send me a short message – I'll get back to you promptly: