Engineering Manager for complex technical products


Although there are many areas where you can benefit from my expertise, the three main categories are explained here: Lifecycle Management, Organizational Development, and Functional Vacancies. I look forward to hearing from you, ideally over a casual virtual coffee

Lifecycle Management

when you need process agility for your safety-critical products and systems

Industries that produce customised safety-critical products, such as medical technology, aerospace and defense, require extensive controls that have historically resulted in complicated processes. These processes are necessary to ensure product safety, but are sometimes difficult to follow and understand in everyday work. The emergence of VUCA (Volatility, Uncertainty, Complexity and Ambiguity) in these industries makes this situation even more difficult.

I work to understand the essence of your processes - from development to manufacturing, from service to repair - and implement them in the most agile way possible to save time and money, but at the same time ensuring that product safety remains the top priority. You will profit from an increase in efficiency and effectiveness as a result.

For a deeper scientific background, have a look at:

  1. The Devil is in the Detail – Continuous Airworthiness of Aircraft Servo Control Units,  AIAA SciTech conference, San Diego, 4-8 January 2016 · Jan 5, 2016.
  2. Engineering in Flight Control Systems: From Cradle to Grave, Deutsche Luft- und Raumfahrtkongress, Augsburg, 16-18 September 2014 · Sep 16, 2014.

Organisational Development

when you want functional changes or optimisation in your vision, mission, values or culture

Change management is not easy. Time and money are spent on system changes, training employees, and reorganising departments.

In my experience, many changes have not delivered the expected benefits, in the expected time frame. There can be many reasons for this - from not keeping employees informed, to forgetting to get buy-in from middle management, to forgetting to set a budget for digitising the change solution.

I have expertise in post-acquisition changes, strategy development and culture development. In particular, I worked in companies with custom-made and small-batch production - the type of companies in which people are a big factor (with a corresponding effect on productivity and costs).

Therefore, I ensure a holistic view of all changes to artefacts and systems as well as the mission, leadership and values to ensure that the change is sustainable. This is the only way to achieve sustainable success from change. You will profit from a reduction in costs and an increase in efficiency and effectiveness.

Functional vacancy

when you have temporary gaps in top leadership roles

Case 1: Temporary vacancies may occur due to illness, sabbatical or parental leave. In this case, I am available to “ensure everything runs smoothly.” In order to ensure the continuity of the leadership culture and leadership style of the absent manager, a short overlap phase before and after the absence is recommended.

Case 2: Whilst you are searching for the perfect candidate, temporary vacancies may arise. Since many candidates are unavailable for several months, I am available to facilitate the transition from one manager to another. During this time I can – if desired – further develop a partial aspect of the organisation.

Case 3: Temporary vacancies can also occur in unclear business situations. For example, if you are unsure whether to keep or sell your company and therefore do not want to invest in permanent managers, I will close your leadership gap.


  • Managing director, strategy manager, technical manager or department head
  • Safety-critical products (e.g. medical technology, aerospace, defense)
  • Over 10 years in organisational and cultural change
  • International leadership and Leadership 4.0
  • Systems and processes for repair and lifecycle management
  • Corrective and Preventive Actions (‘CAPA’)

Recent projects

  • 2022 - Organisational and cultural change  to realign the company’s vision, mission and strategy
  • 2022 – Production optimisation /relocation with 30% cost savings
  • 2021 – Digitalisation  of problem management and change management systems to be more agile
  • 2020 - Integration of IT systems and leadership positions through post-merger  change management
  • 2018 – Digitalisation  and governance to shorten repair lead times and increase the transparency of the repair process

Registered in the following manager pools

 To find out more about how an interim manager works and how much an interim manager costs, please take a look at the website of The International Network of Interim Manager Associations (