Summary

Experienced Business and Technology Leader

helping companies to drive growth through Technology/Innovation and Business Unit Management. The expertise is founded on 18 years of experience in the areas of Engineering / R&D, Product Development and Business unit Management, successfully driving Innovation and Technology strategies, Market share growth through Portfolio and Lifecycle management and cost reductions in products through value engineering. Seasoned leader, quickly able to apply his expertise in new fields leading to prompt results.

Technology / Innovation Strategy

Open Innovation

Partnership Management

Value Engineering

Portfolio Strategy & Lifecycle Management

Product Management and Development

Multicultural Organization Leadership

Process and Capability building

Business Unit Leader

Operations Management

Work History

Work History
Jan 2010 - Present

COO

Ultramotor Ltd

Recruited by and reporting to former CEO of Timex. Responsible for Supply Chain, Product and Technology Development, 45 people in Taiwan. $8M Budget, generating $20M+ in Sales Revenue

  • Drive world-class Supply Chain execution
    • Improved on-time delivery of products from 60% to 80% by working closely with  suppliers and weekly demand planning
    • Achieved cost of goods reductions of 10% average through re-sourcing, supplier negotiations and value engineering activities
    • Setup processes for new propulsion system business
  • Streamline Product Development processes from Idea to Launch
    • Defined structured process to identify product needs and track through KPI’s
  • Introduced Technology Road mapping
    • Technology of critical components like Batteries, Motors, Displays and Controllers are being tracked on a quarterly basis and serve as base for new product planning discussions
  • Managed and optimized internal DC-Motor production of approx. 250K motors annually
    • Increased average Margin% from below 15% to more than 20% by eliminating low margin SKU’s, driving internal cost down and selectively increasing prices
  • Setup of qualified team in Taiwan
    • Hiring of qualified individuals ready to deal with challenges in a high-tech field
Apr 2008 - Sep 2009

SVP Brand & Product Management, Technology

Upper Deck

Reporting to CEO/President. Responsible for Sports and Entertainment Trading Card Businesses. Brand, Product Management and new Business Development, 65 people in US. $25M Budget, generating $195M in Sales Revenue

· Drive top line Revenues

  • Managed $155M Sports Trading Card business with focus on increasing retail sales by 60% over a period of 2 years. Achieved 70% of goal within 15 month.
  • Developed and implemented plan to increase $40M Entertainment Trading Card Game business in a period of 36 month through acquisition of new product licenses and optimization of product portfolio. 2010 budget shows 25% revenue increase over 2009.
  • Aligned Brand and Product line strategies with Sales to maximize portfolio. Resulted in 10% revenue increase per product release on average.

· Develop Innovation strategy and pipeline

  • Established innovation team focusing on improving traditional card related technologies plus developing concepts for integration of electronics into cards. Identified revenue increase around $25M annually.
  • Developed Innovation vision and strategy for Trading Cards and related products

· Implement Portfolio and Product Lifecycle Management

  • Changed organization behavior towards use of Portfolio and Product Lifecycle Management principles throughout the Brand and Product groups driving 30% increase in portfolio value within 15 month
  • Developed 3-year Product plan with strategies and initiatives to fill gaps in portfolio.

· Improve bottom-line profits

  • Aligned overhead by optimizing processes to increase efficiency resulting in margin increase of 5%
  • Reduced material related product content by focusing on value drivers in card set resulting in $6M reduction of cost annually.

· Drive Operations & Logistics Efficiencies

  • Implemented Materials and Process Efficiency cost reductions worth $6.5M within 6 Month
  • Reduced Lead-time reduction of 20% allowing for more timely content
Jan 2005 - Mar 2008

SVP Research & Development

Timex Group

Responsible for Innovation Pipeline, Product Portfolio Performance and Development, leading all technical functions, 125 people in US, Europe and Asia. $30M Budget, generating $400M in Sales Revenue

· Drive Business Results on a world wide Scale

  • Increased Revenues of new Products in a 12 Month period from $25M to $50M
  • Increased average Margin percentage by 3% through more differentiated Products

· Developed and Implemented Innovation Vision

  • Developed Technology and Innovation Strategy focused on Mobile Connectivity on the Wrist
  •  Aligned Innovation Strategy with Board of Directors Vision on Innovation and Technology
  • Established 4 external Partnership Plans to support Execution

· Aligned with Sales and Marketing to drive profitable, high value, Product Portfolio

  • Implemented Product Portfolio review Process increasing value from $30M to $70M
  • Initiated Closed-Loop-Approach to Phase-in / Phase-Out of Products into Market
  • Key driver of Cross-Functional Behavior to achieve common goals

· Expanded New Product Development Process

  • Integrated “Go to Market Launch Plans” into Product Development Process
  • Established “Critical to Quality” Plans to improve focus on Consumer Expectations
  • Implemented Front-End Innovation Process for Technology Developments linked to Technology Plans

· Implemented global Organization development Metrics

  • Hire key Personnel for strategic Positions and establish Succession Plan
  • Changed behavior of R&D Organization to embrace Open Innovation
Jan 2001 - Dec 2004

VP Product Development & Strategic Planning

Timex Corporation

Responsible worldwide for leading the change from Product to Portfolio Management.

$15M Budget generating $225M Sales Revenue.

· Achieved significant Product Portfolio improvement across 6 Brands and Sub-Brands

  • Improved Sports Portfolio Value by 50%
  • Establishing Trend driven Product Pipeline with major Retailers
  • Focused on global, balanced Product Portfolio across Brands

· Driver of Development Lead-times reduction Programs

  • 40% Reduction within 18 Month while increasing Program throughput
  • 50% Lead-time reduction at Digital Modules through Outsourcing Activities

· Implemented New Product Development Process

  • Customized Process, planned and executed Change-Management Program
  • Increased Product success rate by 300%
  • Implemented Cross-Functional Program Teams and Decision making

· Led Metrics driven Behavior to strive for World Class Execution

  • Improved Speed by 30%
  • Reduced cost of Quality by 10%
  • Reduced average cost of Products by 15%
Apr 1996 - Dec 2000

Manufacturing Engineering Manager

Timex Germany

Responsible for Concurrent Engineering and Production Efficiency Improvements on a global scale. Spent 30% of time in Production Facilities in China and Philippines bringing factories to World Class levels.

· Developed Plans for new Watch Products

  • Drove concurrent Engineering with R&D group reducing time to Market by 35%
  • Launched 6 major Programs in a 24 Month period
  • Established integrated plans of all functions contributing to new Watch Products

· Driver of Quality and Efficiency Improvements of Production Lines

  • Led process-improvement projects for existing assembly line, increasing efficiency 20-25%
  • Applied 6 Σ Methodology resulting in an improvement of  Process Capabilities from below 2 Σ to 4 Σ

· Implementation of Lean Production Lines

  • Reduction of change-over time between Products by 90%
  • Increased Yields from 70% to 95%
  • Reduced Labor required by 20%

· Coordinated world wide Suppliers for new Product Parts

  • Collaborated with the internal and external suppliers to drive short development Lead-times
  • Established key supplier Partnerships achieving 30% Investment reduction

· Development of new Production Methods

  • Implemented first automated online Water Resistance Test system improving Lead-time and Quality
  • Developed automated Piece Part Assembly system providing improved throughput of 25%
Sep 1991 - Mar 1996

Project Manager

Timex Germany

Reporting to Manager Manufacturing Engineering. Managed the design of watch assembly tooling’s and automated assembly equipment

Sep 1989 - Aug 1991

Engineer

Porta Micromechanics

Coordinated special projects related to the development and production of watches

Education

Education
1984 - 1989

Masters of Engineering

Hochschule Karlsruhe - Technik und Wirtschaft

Skills

Skills

Change Management

International Organization Management

Portfolio Management

Open Innovation

Technology/Innovation Strategy Development & Implementation

Product Development Process

Certifications

Certifications

FAST Meeting Facilitation

FAST

Kepner-Tregoe Decision Making

Kepner Tregoe

Portfolio Management for New Product Development

Stage-Gate Inc.

Implementation of Stage-Gate Process for new product development

Stage-Gate Inc.

Six Sigma - Green Belt

Six Sigma