• I took over the leadership of the implementation of a re-designed product, which was already delayed and faced with a lack of engineering experts and product knowledge. After that I directed the team to overcome external and internal influences. I re-managed the engineering resources and tasks reaching +23 % increase in productivity: I created then standardized a workflow concept and led the cross-functional developer units with 110 engineers (Mechanical Design, HW, SW, Safety, Process Engineering, Product Engineering) over 5 countries (France, Germany, Hungary, India, Malaysia) until finally - after 2.5 years - we launched the product into serial production in 2022 with a 95% success rate.• I led the entire new product (Top Column Modul) operation when the supplier ran out of a main and critical electrical component; an alternative part had to be researched and introduced urgently. My team managed the design reviews, regulations, requirements, proposing solutions collaborating with suppliers. Under my resposibility the timeplan could be reduced from 2 years to 1.5 year. Also, we had strong cooperation and communication with the NPI team to always got the critical components in time building the products according to the determined maturity. At the end of this project we succeeded in 2024, there was not any backlog and the customer demands were satisfied in time. • I lead cutting-edge solutions and robust deals: representing the customer's interests within Valeo but also maximize revenue on the relationship, and keeping the focus on the company’s competitiveness. To this day we are in close contact with customer. • I oversee the team’s delivery activities and performance, tracking the budget & risk management, project efficiency, product costs.My team is in contact with the following customers:Volvo, BMW, Audi, RollsRoyce, Ford, VW, Skoda

• I was the head of a complete operation managing: 7 sub-teams, 12 Project Managers, 700 team members. I directed the program industrialization starting a new product (Head Unit) and its production concept - of a worldwide site-to-site project over 4 countries (USA, Mexico, Germany, Hungary). Rationalized the relationship, production methods and processes, optimized the labor and machine workforce utilization. I had daily business negotiations with Vice Presidents, Site Managers. The duration of the project was 1 year and the complete operation PASSED with 97% customer’s approval rate despite the fact that we had a lot of political upwind.• We established a cost control forecasting process to stay within the budget and increase revenue. In 2018 we could save €6 million - continuously tracking the demand from BMW customer and planning the industrialization capacities: infrastructure, operator and machine capacity, work instructions. Worth €30 million/year on average including the request for quote and capital expenditure. • I hired then mentored several Project Leaders until full independency and made them a stable and loyal project leaders in-house.• My team supported and initiate the continuous improvement activities regarding the production concepts: creating new layouts, material and process flows on the production floor reaching capacity increase +12% on overall equipment effectiveness.• I prepared and represented the projects on customer audits, the customer approval and satisfaction rates were passed over 95%.My team was in contact with the following customer: BMW

• I established and automated the program and operation assurance processes with interactive Change Management improvements. The customer complaints decreased by 6 % and 85% of the identified risks were mitigated in time.• I actively controlled and improved the entire launching process of the new product introduction. I led the sample productions cooperated with the SMT, Assembly Production Units, and the engineering development team (SW, HW, Mechanical Design). I reported the status and kept contact with the customers, General Managers.• We industrialized new equipment technologies: my team was in charge to firstly introduce new screwing and automatic functional machines on the production lines reaching competitiveness among the automotive industry.• I learned the way how to effectively make communication flow with the team members making a great atmosphere.My team was in contact with the following customer: Mercedes-Benz

Leading the teenager boy's team as a head coach.