Execution, measured
in outcomes.
Selected industrial cases where critical situations were turned into measurable improvements in performance, capability and business value.
The cases draw on previous executive, transformation and interim leadership roles across industrial businesses.
PERFORMANCE
38% more capacity per square metre in seven months.
+38%
CAPACITY / M²
>10%
PRODUCTIVITY
−40%
WIP
−75%
WAREHOUSE SPACE
IN 7 MONTHS
THE SITUATION
A new manufacturing concept was needed to create substantially more capacity while improving productivity, flow and space utilisation.
THE ROLE
Transformation coach working with the local organisation to define the manufacturing concept, reshape the operating system and build the capability to implement it.
WHAT CHANGED
Layout, material flow, work-in-process, supply-chain logic and continuous improvement were redesigned as one operating system rather than treated as isolated optimisation projects.
The result was a new manufacturing system delivering more capacity with higher productivity,
less WIP and significantly less warehouse space.
BUSINESS MODEL EVOLUTION
Turning connected equipment into a subscription business model.
2-YEAR
COMMERCIAL CONTRACTS
EUROPE · US · ASIA
CUSTOMER DEPLOYMENTS
REAL-WORLD DATA
FEEDING PRODUCT DEVELOPMENT
REMOTE ACCESS
GLOBAL CUSTOMER SUPPORT
SCALABLE
OPERATING MODEL
THE SITUATION
An established machine business needed a scalable way to create additional customer value and a new income stream from its installed base. Existing customer-specific interfaces were not a viable model for most customers.
THE ROLE
Project lead within Business Transformation, responsible for shaping and operationalising the digital service business across customer needs, business model, technology, ecosystem partners and rollout.
WHAT CHANGED
A scalable cloud-based service architecture connected installed machines with customer operations, After Sales and R&D. Remote access enabled faster diagnosis and support, while real-world operating data created a direct learning loop into product development. An early-adopter programme and subscription revenue model turned these capabilities into a scalable digital service business, deployed across Europe, the US and Asia.
The result was an integrated operating and business model linking installed equipment,
customer operations, after-sales support, product development and recurring revenue.
TRANSFORMATION AT SCALE
Turning local improvement into a global performance system.
MANDATE SCOPE & PERFORMANCE SYSTEM
6 COUNTRIES
MANUFACTURING NETWORK
7 GLOBAL EXPERTS
BUILT AND DEVELOPED
25 LOCAL STAFF
FUNCTIONALLY ALIGNED
COMMON ASSESSMENT
ACROSS OPERATIONS
NWC · CYCLE TIME · OEE
SHARED PERFORMANCE LOGIC
THE SITUATION
A multi-site manufacturing organisation needed to move beyond isolated improvement initiatives and create a common performance system across countries, plants and operational disciplines.
THE ROLE
Global Operational Excellence lead with executive responsibility for building the organisation, setting the performance logic and driving sustainable implementation across the manufacturing network.
WHAT CHANGED
Global experts and local Operational Excellence teams were connected through common targets, assessments and improvement routines. Working capital, cycle time, equipment effectiveness and operational disciplines were managed through one performance system, while local organisations retained responsibility for implementation.
The result was a global improvement system connecting common performance standards
with local execution across an international manufacturing network.
Further selected cases
Additional situations where leadership, capability and execution had to come together.
CAPACITY
Doubling output to recover a critical delivery backlog.
Industrial manufacturing · Switzerland · Interim leadership · 6 months
40 PEOPLE
DIRECT RESPONSIBILITY
x2
CUSTOMER DELIVERIES
3-MONTH BACKLOG
CLEARED
WHAT CHANGED
Bottlenecks were made visible, 24/7 production established without major headcount growth and daily performance routines introduced. Low-cost automation and continuous improvement increased output while longer-term capacity concepts were developed.
THE ROLE
Interim production leader with direct responsibility for a 40-person operation and backlog recovery.
CAPABILITY BUILDING
Building a new operation to improve itself.
Industrial manufacturing · India · New production plant
>31% LESS SPACE
WITH HIGHER CAPACITY
>13%
PRODUCTIVITY
−45%
INVENTORY DAYS
WHAT CHANGED
The operating concept was shaped around space utilisation, capacity, productivity and inventory. Improvement capability was deliberately built into the local organisation rather than retained as external expertise.
THE ROLE
Coach supporting the local organisation in developing the utilisation concept and building the capability to improve processes continuously.
SUPPLY CHAIN
Reducing cost and lead time through global supply-chain re-engineering.
High Tech equipment · Europe & Asia · Global programme
−29%
COST REDUCTION
AT SALES-UNIT LEVEL
EUROPE · ASIA
SUPPLIER NETWORK
ONE-PIECE FLOW
INTRODUCED
THE ROLE
Global programme manager, co-responsible for sourcing cost reduction, supplier footprint optimisation and the redesign of internal fulfilment processes.
WHAT CHANGED
European and Asian supplier networks were benchmarked and reconfigured while internal production and fulfilment processes were redesigned in parallel. The work combined sourcing, natural hedging and flow improvement rather than treating purchasing and operations separately.
SCALE-UP
Preparing an industrial venture for its next stage of growth.
Industrial materials · Switzerland · CEO responsibility
INDUSTRIAL SCALE
FIRST PRODUCT RAMPED UP
VALUE CHAIN
BROUGHT IN-HOUSE
SCALING READINESS
OPERATIONS · FINANCE · SYSTEMS
THE ROLE
Chief Executive Officer with responsibility for preparing the organisation, operations and business infrastructure for scaling and industrialisation
WHAT CHANGED
Value-adding activities were brought back in-house, production line was established and two-shift operations introduced within two weeks to meet growing customer demand. Finance, controlling, ERP and ICT concepts were professionalised while the operating model and partnership structures were prepared for further scale.
INDUSTRIAL FOOTPRINT
Reducing footprint without reducing operating capacity.
Industrial machinery · Switzerland · Site transformation
−50%
WAREHOUSE VOLUME
−25%
PRODUCTION & OFFICE FLOOR SPACE
SAME
ORDER-FULFILMENT CAPACITY
WHAT CHANGED
The future operating model was redesigned before the move. Processes, material flow, logistics, assembly and supporting systems were adapted to the new site rather than simply transferred into a smaller footprint
THE ROLE
Transformation lead responsible for the new manufacturing site, end-to-end process redesign and implementation across the value chain.
A critical situation deserves more than a recommendation.
If the challenge is real, the responsibility is clear and the outcome matters, start the conversation.