Description

Engineering and operations consultant helping manufacturing organisations reduce operational friction and create more predictable operations.

I work with manufacturing organisations where delivery has become difficult because engineering, planning, operations, and commercial teams no longer operate as one coherent system.

Common symptoms include:

inconsistent quoting
unreliable planning
untrusted ERP or master data
repeated escalations and reactive working
unclear ownership and decision making
workarounds replacing structured processes

These problems increase cost, delay delivery, create unnecessary rework, and reduce confidence across the organisation.

I help organisations reconnect the systems, processes, and teams that should already work together, creating clearer decisions, smoother workflows, and more reliable delivery.

My work focuses on the areas between departments, where information is lost, decisions become inconsistent, and operational friction develops. I simplify operational complexity into systems people can trust. Combining engineering, planning, operations, and ERP experience, I help organisations understand why friction exists and redesign the underlying systems that create it.

Typical engagements include:

operational diagnostics and operating model redesign
engineering, planning, and commercial interface improvement
ERP and master data stabilisation
S&OP design and governance
planning, inventory, and supply chain improvement
KPI and reporting framework development
bottleneck identification and flow improvement

Engagement style

I work alongside operational teams to understand how work really flows through the organisation. Together we identify where decisions, information, ownership, and system interfaces create friction, redesign them with the people who own the work, and leave behind practical systems the organisation can understand, trust, and sustain independently.

Languages

English
Native or bilingual

Workplace preferences

Remote only

Primarily works remotely

RUHRPUMPEN
SENIOR PLM PRODUCT ENGINEER
December 2024 - Today (1 year and 8 months)
Led the restructuring of 3D models, drawings, and ERP BOM hierarchies to simplify configuration and create clearer order execution across engineering, supply chain, and manufacturing
Rebuilt BOM level architecture in BaaN to improve backward planning reliability, reducing planning errors and reactive expediting
Clarified component structures and order logic to accelerate configuration and reduce ambiguity in execution
Designed and implemented a structured PLM governance framework spanning daily execution reviews, constraint escalation, design assurance, KPI tracking, sales integration, supply chain review, and strategic alignment, creating a predictable cross-functional operating rhythm across the product line
Developed a first-principles cost model to align pricing logic with product structure and improve commercial consistency
Redesigned pump selection logic to remove over-conservatism and enable more competitive, defensible configurations
Supply-Chain Management Manufacturing Procurement Process improvement Project Management (PMO)
RUHRPUMPEN
PROJECTS AND ENGINEERING MANAGER
August 2024 - December 2024 (4 months)
Designed and implemented a Project Engineering competency framework to standardise capability expectations and clarify development pathways
Established the structure for an internal Project Engineering “University,” enabling subject-matter champions to create peer-led training and formalise knowledge transfer
Redesigned the Project Engineering workflow to accelerate engineering release and reduce approval bottlenecks
Re-aligned document control and delivery flow with contractual milestones, replacing reactive escalation with structured execution.
Project Management (PMO) Project delivery Supply-Chain Management Process improvement Workflow design
RUHRPUMPEN
OPERATIONS MANAGER
June 2023 - August 2024 (1 year and 2 months)
Lancing, United Kingdom
Led end-to-end operations across production, planning, and logistics for a 27-person team
Improved planning accuracy and material readiness to reduce disruption and reactive expediting
Tightened engineering-to-production handovers to minimise delays and rework
Introduced structured daily control routines to strengthen communication and stabilise execution
Simplified planning processes to reduce operational noise and increase delivery predictability
Manufacturing ERP systems Process improvement Supply-Chain Management Team management