* Led the successful acquisition process for a high-profile digital keys program, securing one of the largest projects in the regional market.* Coordinated a global project by managing and integrating multidisciplinary teams across various regions, ensuring seamless execution and delivery.* Fostered effective communication and built strong relationships with key customers, enhancing collaboration and contributing significantly to the acquisition's success.* Demonstrated exceptional project management skills by overseeing complex processes and driving the project to successful completion within scope and on time.* Cultivated a learning-oriented environment for the team, providing continuous support and guidance to enhance overall performance and project outcomes.

* Directed the manufacturing feasibility study for customer requirements, ensuring successful industrialization and validation of design and equipment across regional launches.* Managed engineering CAPEX and led cross-functional teams, including mechanical designers and programming engineers, to design and manufacture efficient assembly lines and workstations.* Revamped the Purchase & Procurement department, boosting project profitability from 5% to an average of 20% within eight months through strategic improvements.* Developed and implemented project launch standard procedures based on APQP for the automotive sector, optimizing product definition and engineering design cycles.* Established Engineering KPIs and performance targets, enhancing departmental efficiency and accountability.* Championed team development and problem-solving in commercial, technical, and manufacturing issues, driving project success through effective leadership and cadence meetings

* Oversaw the Headrest Division, managing 650 employees across 16 sewing lines, 15 assembly lines, and 2 foam injection areas, reporting directly to senior leadership.* Turned around plant performance, moving from a €4.3M loss in October 2019 to break-even by January 2020 through strategic scrap reduction, overtime management, and backlog elimination.* Implemented quality improvement initiatives, reducing scrap by 90% from €5K to €0.4K per week through new quality forums and process improvements.* Cut overtime by 98%, despite pandemic challenges, using an Overtime Approval Forum and World Class Leaders program to reduce costs from €4.5K to €0.1K per week.

Experienced in industrialization and global standards for machinery and plant capacity. Led a team of 4 local project managers, 3 engineering coordinators, and 18 engineers across Engineering Changes, Process Engineers, and New Projects Launch. Reported to the Plant Manager and Engineering Global Director.* Optimized Engineering Resource Allocation: Reduced workflow and response time by 30%, from 30 hrs/week to 20 hrs/week.* Enhanced Process Traceability: Established checkpoints for Engineering changes and project launches, improving issue resolution times for customer complaints.* Increased Plant Productivity: Adjusted SAP process capacity, optimizing material, labor, and machinery routes, leading to a 10% boost in productivity.

Ford | Tesla | Nissan | GM | StellantisAccountable for project launch and industrialization of manufacturing lines, leading a multidisciplinary team that included Engineering, Production, Logistics & Quality. Assigned on transnational projects between Germany, USA and Mexico, working with R&D Engineers, Sales Account Manager and Program buyers. Launching projects for different customers such as Tesla, Ford, GM, Nissan and Stellantis.* Successfully executed the PPAP approval process for customer tooling payment, achieving project Start of Production without delays.* Reduced Investment from 1.3 Mi Eur to 750K Eur (43%) in project launch due to Suppliers' negotiation & improvement of commercial agreements,* Implemented the Project Management committee, reducing Workflow process approval from 90 to 60 days for project financial schedules in SAP to report and confirm materials consumption and labor & machinery impact on the contribution margin of the project.* Managed Engineering CAPEX (including line specification, purchasing, design supervision, budget tracking and project timeline), thru the successful execution of PDCA, PFMEA creation, assembly supervision, equipment gage R&R testing, PPAP ́s, Run at Rate, installation, runoff and operator training.

GM | Ford | ChryslerConduct the Manufacturing feasibility of the product considering technical facts for industrialization. Engineering CAPEX management, including line specifications supervision and validation of design and equipment; leading launches in different regional locations, as well as transnational project transfers. Reporting to the Engineering Manager and to the Project Manager. In charge of cross-functional teams of mechanical designers, programming engineers, advanced engineering technicians & integration providers for the correct design and manufacture of a production line.● Successfully launched a project for OEM Chrysler with E-shifter program with no customer impact. Designed and launched advanced manufacturing line within 20 weeks development and launch● Completed training for line operators and team leaders in line operating process in a record time of one week, achieving the Customer R@R with a 90% line performance in 8 hrs. production validation● Developed a new activation system for Power window switches, which included programming and mechanical design, instead of 3 stations in the original concept, reducing costs by 45% (from 120K Eur to 65K Eur) and Cycle time under target by 20%.

● Optimized the design of advanced manufacturing lines and the stabilization of serial production linesthrough line balancing and layout changes, improving the flow of materials throughout the supply chain.● Reduced downtime in assembly lines of the electric front panel assembly area for OEM Ford, from 15 hours a week to 5 hours a week on average, due to the implementation of version changes with SMED● Changed layout for 2 semi-automatic lines for Ford OEM (customer approval process with negotiation andvalidation process), reducing from 8 to 2 hours line safety stock and optimizing line space by 20%.● Optimized end of line tester due to a new vision system implemented, which resulted in: eliminating bottleneck & second end of line tester, increasing production output in 25% (from 65 pc/hr to 85 pc/hr) andreducing a total of 3 operators line labor.

Graphics arts performance , into the manufacturing processes and calendars design.* Design of new calendar substrates for printing process* In charge of hot stamping process for calendars manufacture* Operator of Hotplate machine process * Operator of Heidelberg Offset Printing machine* Collaborator of Serigraphic and tampo printing area