About Calin
Transformational Leadership in Operations, Supply Chain, and Business Development
With over 20 years of experience driving operational excellence across diverse industries, I am a seasoned General, Operations and Supply Chain Manager with a proven track record in leading large-scale initiatives and delivering sustainable growth. My expertise extends to Interim Management roles where I step in to steer organizations through critical transitions, optimize processes, and elevate performance. Everything by having Business Ethics, Health & Safety and Environment Care as priorities.
New Projects Specialist & Growth Strategist
Having played a pivotal role in multiple new projects, incl. three major green fields, I understand the unique challenges and opportunities of scaling new ventures. My hands-on experience ranges from building operational frameworks from the ground up to driving supply chain efficiency and leading cross-functional teams to success.
Business Development & Performance Optimization
As a Business Development Consultant, I partner with companies to identify growth opportunities, streamline operations, and enhance profitability. My strategic approach combines in-depth industry knowledge with a passion for innovation, ensuring businesses meet and exceed their performance goals, achieving Process Excellence
English
Fluent
Romanian
Native or bilingual
Can work on-site
Cluj-Napoca (up to 50km), Oradea (up to 50km), Bucharest (up to 50km), Timișoara (up to 50km), Iași (up to 50km)
Experience
- Business Advisory and Interim ManagementPlant and Operations Interim Manager and Business Process Improvement ConsultantCONSULTING AND AUDITSJanuary 2018 - Today (8 years and 7 months)RomaniaInterim Operations & Plant Manager - BMT Aerospace RomaniaMain tasks:▪ Solving the operational issues related to on-time delivery, product quality, low turnover and efficiency. and the high level of blue-collar turnover.▪ Finding a solution for the qualified resource shortage.Results:▪ Revised the planning methodology and conducted an in-depth analysis of the ERP parameters, making the appropriate changes and retraining the employees. ▪ Designed and implemented a visual, real-time production monitoring system on the shop floor, resulting in significant improvements in delivery performance.▪ Implemented the inline quality check instead of checking at the end of the process when the product is completely made.▪ Changed the leadership style, switching from an authoritarian to a participative style, encouraging all employees to come up with ideas. Kaizen groups to solve issues.▪ Created a theoretical and practical training area on the shop floor for newly hired operators as a response to the talent shortages.▪ Drive for operational efficiency improvements (sales up 30%, EBITDA margin up 4.5 times, OTD 93%)▪ Quality level improved drastically▪ Reviewed and improved existing ERP system functionality/data (INFOR Visual ERP) for the operations area▪ Created a positive climate on the shop floor where initiative and innovation are recognized and thrive.Interim Operations Manager - Pfeiffer Vacuum RomaniaMain tasks:▪ Business continuity▪ Improving efficiency and quality▪ Capacity extension▪ Process robotization and monitoring,▪ Supporting the merger process of Busch Vacuum Solutions, Pfeiffer Vacuum, and Centrotherm.Results:▪ Boosting OEE to 86%. Decreasing scrap rate to < 1%.▪ Turnover: +9%. Net profit: from -3.8 mRON to +3.1 mRON. Headcount: -12%▪ Manufacturing: process stability, eliminating manual operations, robotization.▪ Changing mindsets and promoting continuous improvement culture.▪ Visual control & data driven decisions.
- EmersonGeneral ManagerTECHJanuary 2006 - January 2017 (11 years)RomaniaMain tasks:▪ Developed and led two greenfield sites in Romania (Cluj-Napoca and Oradea) for manufacturing, engineering, and business support services. Site business strategy, financial targets, legal compliance, administrative tasks, building permits, and shared services provided for the production units.Results:▪ New 94k+ m2 of production halls and office buildings (eight in Cluj + one in Oradea)▪ 14 cross-border business transfers and one spinoff process, some involving organizational restructuring.▪ Improvement of the overall operating profit of 42% due to: best cost country advantage, business synergy (shared services concept), supplier base localization, volume leverage, new technologies, process optimization, and sustained efficiency improvement programs (focusing on Lean Six Sigma and Robotic Process Automation aka RPA).▪ Low turnover (attrition rate less than 10%), highly motivated organization, where people skills were continuously developed, their active participation was encouraged, and progress was recognized.▪ Programs aiming to empower synergies among generations.▪ Organizational optimization programs to adapt the workplace to the expectations and well-being of the employees.▪ Company integration in the local community, meaningful CSR, and educational leverage (joint projects with universities and schools).▪ Company representation in business and professional communities – American Chamber of Commerce (AmCham), Foreign Investors Council (FIC), Romanian Business Leaders (RBL), etc.▪ Supporting the combined spinoff and divestiture process of two business platforms: one becoming independent (now called Vertiv) and another sold to Nidec Corp.
- Argillon RomaniaPlant ManagerMECHANICAL ENGINEERINGJanuary 2005 - January 2006 (1 year)RomaniaMain tasks:▪ Lead on behalf of KKR the local team and the group of international consultants to restructure the technology and internal processes of Argillon Romania and to change the mindset and attitude of the employees and the leadership style of the managers.▪ Business processes were analyzed using the Six Sigma methodology and reorganized based on Lean Manufacturing principles.▪ Depreciated equipment was repaired or replaced, new ERP (SAP) was implemented, and intensive training sessions were delivered to the employees.▪ Managers’ performance was assessed. A participative leadership style was promoted. Intensive soft skills training sessions were organized in informal situations, simulated crisis situations, or out-of-site relaxed team-building events.Results:▪ Successful completion of the project on time (one year) and within the initial budget (EUR 6M)▪ Net profit margin improvement from -36% to +11%▪ Turnover increase: +400% (EUR 14M)
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Education
- Master's Degree, Mechanical EngineeringTechnical University of Cluj NapocaMaster's Degree, Mechanical Engineering
- Executive ProgramEmerson Executive Leadership Program (St.Louis - MO, USA)Emerson