Leading a team of performance managers to establish and drive towards annual and multi-year VSM operational performance targets in Plants, FALs and supporting functions. Leadership of a transformation portfolio, “A320 Value Stream Resilience”, steered at COO level, to overcome A320 Final Assembly Lines’ most critical operational bottlenecks in front of A320 Programme Ramp Up

Managing and arbitrating industrial investment priorities, coaching investment decision maturity and criteria within overall CapEx budget approval process and CapEx targets convergence across the complete perimeters of A220, A330, A350 and A320 for all Airbus Commercial Plants and Final Assembly Lines

Financial Business Partner to A320 Programmes main strategic objective leaders covering SCOPe+ (Single Aisle (Programme) Cost Optimisation Project), Ramp Up and Incremental Development. Performed comprehensive financial evaluations and business case assessments for improvements including Productivity, Ramp Up, Make vs Buy and Transfers of Work as well as overall Project Opex controlling

Executive support including A320 Programme level reporting, headcount planning, workshop preparation, action follow up and bespoke analyses. Nominated as A320 Programme Risk Officer Delegate with responsibility to mature and operate A320 Programme Enterprise Risk Management

Budget Management, Performance Management, deployment of Enterprise Risk Management, coordination of A320 Ramp Up investments for Wing & Pylon

Implementation of lean principles (5S, Standard Line Balancing, & Work Content Tracking) to support the enablement of increased production rates

Placements, training courses and early improvement project experience within different departments spread over a 2 year development programme