Description

Engineering and operations consultant specialising in removing friction in engineered-to-order and manufacturing environments.

I help organisations fix inconsistent quoting, untrusted planning data, and unclear ERP structures driving rework and unreliable delivery.

Common symptoms:

inconsistent quoting
untrusted planning data
unclear or bloated ERP structures
workarounds replacing structured workflows

These issues lead to longer lead times, rework, and unreliable delivery. I step in to stabilise these environments and restore alignment from quote through to manufacturing and delivery.

I design and align systems across quoting, configuration, planning, and manufacturing execution to create consistent flow across operations, engineering, and supply chain.

This is practical operational improvement focused on real system behaviour. Not theory. I turn fragmented processes into structured, repeatable systems that reduce dependency on individual interpretation.

___

Typical work includes:

simplifying engineering release workflows
stabilising planning, inventory control, and supply chain
establishing or stabilising S&OP
cleaning up ERP and master data
redesigning cross-functional handovers
mapping workflows and removing bottlenecks
rebuilding KPI and reporting structures
establishing governance and planning rhythms

___

Engagement style:

I work in clearly defined scopes, typically 1–3 days per week, focused on structured delivery.

Typical engagements include:

workflow stabilisation (4–12 weeks)
engineering-to-planning interface redesign
ERP and operational systems diagnostics
planning and reporting rebuilds

___

My background spans engineering, operations, ERP systems, and supply chain across the quote-to-ship value chain. I specialise in operational diagnostics and workflow stabilisation in manufacturing environments. My role is to remove operational friction at the system level and restore predictable flow across operations.

Languages

English
Native or bilingual

Workplace preferences

Remote only

Primarily works remotely

RUHRPUMPEN
SENIOR PLM PRODUCT ENGINEER
December 2024 - Today (1 year and 6 months)
Led the restructuring of 3D models, drawings, and ERP BOM hierarchies to simplify configuration and create clearer order execution across engineering, supply chain, and manufacturing
Rebuilt BOM level architecture in BaaN to improve backward planning reliability, reducing planning errors and reactive expediting
Clarified component structures and order logic to accelerate configuration and reduce ambiguity in execution
Designed and implemented a structured PLM governance framework spanning daily execution reviews, constraint escalation, design assurance, KPI tracking, sales integration, supply chain review, and strategic alignment, creating a predictable cross-functional operating rhythm across the product line
Developed a first-principles cost model to align pricing logic with product structure and improve commercial consistency
Redesigned pump selection logic to remove over-conservatism and enable more competitive, defensible configurations
Supply-Chain Management Manufacturing Procurement Process improvement Project Management (PMO)
RUHRPUMPEN
PROJECTS AND ENGINEERING MANAGER
August 2024 - December 2024 (4 months)
Designed and implemented a Project Engineering competency framework to standardise capability expectations and clarify development pathways
Established the structure for an internal Project Engineering “University,” enabling subject-matter champions to create peer-led training and formalise knowledge transfer
Redesigned the Project Engineering workflow to accelerate engineering release and reduce approval bottlenecks
Re-aligned document control and delivery flow with contractual milestones, replacing reactive escalation with structured execution.
Project Management (PMO) Project delivery Supply-Chain Management Process improvement Workflow design
RUHRPUMPEN
OPERATIONS MANAGER
June 2023 - August 2024 (1 year and 2 months)
Lancing, United Kingdom
Led end-to-end operations across production, planning, and logistics for a 27-person team
Improved planning accuracy and material readiness to reduce disruption and reactive expediting
Tightened engineering-to-production handovers to minimise delays and rework
Introduced structured daily control routines to strengthen communication and stabilise execution
Simplified planning processes to reduce operational noise and increase delivery predictability
Manufacturing ERP systems Process improvement Supply-Chain Management Team management