Munich, Bavaria, Germany
Most flagship programs don't fail because of bad plans. They fail because no one in the room has both the technical depth to challenge the plan and the discipline to hold the team together when it's falling apart. I build Project and Technical Project Management organizations that do exactly that, and when a program is already in crisis, I'm the one who steps in to bring it back. I'm a Team Manager at Munich Electrification, leading a 16-person team across two functions, Project Managers and Technical Project Managers, spanning Automotive and BESS programs. I report directly to the C-level on portfolio-level program governance and executive-facing strategy. Proof, not promises: - Took over the Mercedes-AMG EVA2 program as taskforce lead after it had slipped. Rebuilt the plan and delivered on time, on budget, on target. - Held full P&L responsibility for the Bugatti Tourbillon powertrain program at Rimac Technology, and led the 120-person cross-functional team behind the underlying AXL_SC1 platform, which now also powers CEER's supercar. - Built the project management processes, templates, and structure at Rimac Technology, and lectured Project Leads in the PxL Academy on how to collaborate and lead change. - 9+ years across Big Corporate (AVL, Valeo Siemens) and Startup (Rimac, Munich Electrification), spanning Germany, Austria, and Croatia. None of that happens without holding under pressure. Fifteen years of Muay Thai taught me the same principle I bring to every program: real strength isn't built in the win, it's built in the repetition nobody sees. That's the discipline I bring to teams when the pressure is real. If you're building a Program Management organization that needs to hold under pressure, or looking for someone to bring a program back from the edge, or lead the function that does both, I'd welcome the conversation. Message me.
Lead a 16-person team spanning two functions, Project Managers and Technical Project Managers, across Automotive and BESS customer programs. Report directly to the CCO on portfolio-level program governance and executive-facing reporting. Own capability-building within the PM/TPM organization and translate company strategy into operational execution, balancing near-term program delivery with long-term organizational scaling.
Building a mobile specialty coffee bar in a classic 4x4. Vehicle conversion, equipment build, and brand. Launching 2027.
Coach leaders and program managers on the mindset and behaviors behind sustained high performance, alongside my program management work. Four years of ongoing practice designing and delivering leadership development content, directly reinforcing how I build and grow the PM/TPM teams I lead professionally.
Held full P&L responsibility for the Bugatti Tourbillon powertrain program. Delivered VP cars on time, aligning deliverables with Bugatti's quality standards through close collaboration with C-level executives. Built a high-performing, inclusive team through open communication, ethical leadership, and cross-functional collaboration, and drove continuous improvement across a rapidly evolving market.
Led a 120-person cross-functional team responsible for developing and delivering eAxles and EDUs across the AXL_SC1 platform, powering the Bugatti Tourbillon, CEER's supercar, and the Sinteq. Built and scaled the project management organizational structure supporting the platform, directed cross-functional task forces spanning engineering, procurement, manufacturing, industrialization, quality, and logistics, and owned executive reporting to the Director of B2B and the CEO.
Designed and delivered training for Project Leads and Function Project Managers on effective Project Management, cross-team collaboration and change management across the product lifecycle, building the foundation for a scalable project management capability program within Rimac.
Took over the program as taskforce lead after it had fallen behind schedule. Rebuilt the plan and delivered on time, on budget, on target for critical Mercedes and AMG SOPs. Directed target definition, system/software development, and vehicle-level testing in alignment with ASPICE standards, and led sub-project managers and engineering teams while acting as the primary liaison for industrialization and production.
Led cross-department collaboration with top-level management, including the CTO, to align function development with ASPICE and ISO 26262 standards, and partnered with the System department to guarantee uninterrupted EOL test bed operation during the eAxle production launch in Veszprém, Hungary.
Led a 45-engineer team spanning power HILs, test benches, and global vehicle expeditions. Owned Quality Management and Functional Safety for high-end electrified powertrains, serving as the primary link between the OEM and Valeo Siemens.