25.08.2026 aktualisiert
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Global Operations & Supply Chain Leader – Product-Driven Technology
Berlin, Deutschland
Nur Remote
Information Science, Bergische Universität Wuppertal (2000–2004)Skills
Globale FührungTechnologiestrategienProduct Lifecycle ManagementOperational ExcellenceProduktionsleitungSupply Chain ManagementTechnische Leitung
Complex organizations rarely struggle because people lack expertise. More often, priorities are unclear, functions optimize for different goals, decisions take too long, or strategy and execution drift apart.
My strength is bringing clarity into these situations – quickly understanding what matters, connecting the right perspectives and turning complexity into decisions that can be executed.
The approach is systemic by nature. Product, Engineering, Finance, Sales, Operations and external partners are parts of one operating system. Sustainable improvement comes from understanding how decisions affect cost, working capital, scalability, resilience, customer value and ultimately profitability across the business.
A strong technology orientation is central to how I work. I engage deeply with products, engineering logic and manufacturing realities, while also looking at technology strategically: how automation, AI and new tools can improve decision-making, transparency, productivity and collaboration – always with a focus on real business value.
This perspective helps connect operational choices to broader business priorities and ensures that improvement is commercially meaningful, not merely efficient.
Temporary leadership can mean different things. Sometimes the task is to step into an existing organization, provide continuity and keep it performing. In other situations, structures need to scale, suppliers or manufacturing setups need to change, risks need to be managed or difficult cross-functional decisions need to move forward.
The objective is always the same: create clarity, strengthen execution and leave the organization in a better position than before – operationally, structurally and economically.
Good operational leadership combines analytical rigor, curiosity and pragmatism. The best solutions come from understanding the system as a whole and translating that perspective into better decisions, stronger ownership and measurable business impact.
Erfahrung
Berufserfahrungmehr als 10 Jahre
Freelancer seit2026
Sprachen
ChinesischGrundkenntnisseDeutschMutterspracheEnglischverhandlungssicher
Projekthistorie
Selektive Beratung zu operativen Themen in hardwaregetriebenen Umgebungen. Erkundung von Führungsmöglichkeiten in produktgetriebenen Technologieunternehmen und internationalen Scale-ups. Vertiefung von Perspektiven zu aufkommenden Betriebstechnologien und zukünftigen Organisationsmodellen.
Verantwortung für die globale Hardware-Supply-Chain über Beschaffung, Lieferantenmanagement, Fertigungssteuerung, Logistik, Bestandsmanagement und Reverse Logistics. Führung einer global verteilten SCM-Organisation (~10 FTE) in Europa, den USA und China. Verwaltung eines jährlichen Hardware-Budgets von 30–40 Mio. Euro. Steuerung von 3–5 EMS- und ODM-Partnern in China, Taiwan, Malaysia, Tunesien und Italien. Durchführung von S&OP und Abstimmung von SCM-OKRs mit kooperierenden Abteilungen.
Leitung von Beschaffungsstrategien für hochwertige elektronische Komponenten zur Unterstützung neuer Produkteinführungen und laufender Produktion. Implementierung eines zentralisierten cloudbasierten PLM-Systems (Autodesk Fusion Lifecycle). Gestaltung von Workflows für Release Management, Engineering Change Management und BOM-Governance. Stärkung von Lieferantenbeziehungen durch strukturierte Verbesserungsinitiativen.