ROLE
Senior Production & Operations Leadership Manager
Operations Leadership
I operate in executive line responsibility roles within industrial manufacturing.
My mandate is end-to-end accountability for people, processes and results – from shopfloor execution to stable systems and measurable outcomes.
With more than 27 years in production and operations, I combine analytical thinking, emotional intelligence and lean management to create clarity and focus in complex environments.
My background spans business understanding, entrepreneurial thinking and hands-on work across the automation pyramid, HSE and quality systems.
As part of leadership teams, I have helped organizations navigate crises, drive cultural change and improve profitability through continuous improvement, restructuring and production transfers.
Scope of Responsibility
My responsibility typically spans complete production units or value streams – covering machining, assembly, production planning and technical interfaces.
I carry end-to-end accountability for operational performance across Quality, Cost, Delivery, Productivity and Safety – under normal conditions as well as under pressure.
Responsibility, for me, is not a title.
It is the obligation to ensure that:
- production runs reliably
- standards are applied consistently
- deviations are addressed, not explained
- teams are enabled to perform within clear structures
Quality, Cost, Delivery, Productivity and Safety are not KPIs on paper. They are daily leadership commitments.
Responsibility in Practice
Leadership Level
I lead with strong shopfloor presence and structured management. Leadership, for me, means creating clarity, setting priorities and enabling teams to perform within defined systems.
My roles have included disciplinary and functional leadership of interdisciplinary teams of up to 160 employees,
as well as deputy plant management responsibility.
- Stabilisation of production performance in complex manufacturing environments
- Measurable improvements in productivity, process efficiency and delivery reliability
- Reduction of scrap rates and waste through structured improvement approaches
- Strengthening of operational discipline and KPI-driven execution
- Successful execution of restructuring, transfer and relocation projects
Operational Impact
Positioning Statement
My role is not defined by titles, but by responsibility.
I am most effective where systems must work, decisions matter and leadership is exercised daily — close to operations, close to people.