Munich, Bavaria, Germany
I am an enthusiastic professional with extensive experience spearheading the development and implementation of Supply Chain and Manufacturing strategies to realize corporate goals in balance with nature and people. I am an astute professional with a proven background in developing, launching, and manufacturing top-of-the-line jewelry products to drive business growth, increase profitability, and elevate the customer experience. In addition, I have capabilities in leading change to continuously integrate new products, improve operating procedures, and develop agile manufacturing processes. I am a business athlete who can dive into any business area and generate a bottom-line impact. Naturally inquisitive, I’m always looking for new inspirations while exploring opportunities to drive innovation and speed things up. As my professional career continues to evolve, I remain steadfast in my belief that teamwork is vital to success. Therefore, I am committed to building positive working relationships with interdepartmental teams. I am skilled in restructuring organizational cultures and directing people successfully on a change journey to enable innovation and adaptation. I also possess exceptional leadership, organizational, and decision-making skills.
Member of the Senior Leadership Team with executive responsibility for global supply chain operations and ESG strategy across the full value chain. Led the independent development and execution of TAMARA COMOLLI’s global Supply Chain and ESG strategy across sourcing, product development, manufacturing, and fulfillment, embedding sustainability into core business operations and brand positioning. Built and developed international cross-functional teams and external partner networks across Europe and the US, while driving the ESG 2030 roadmap, Responsible Jewellery Council certification, Scope 1–3 emissions management, and supply chain traceability initiatives. Established company-wide collaboration structures across Finance, Marketing, Branding, Sales and Leadership, strengthened governance and compliance frameworks, and delivered measurable operational and commercial improvements through strategic and execution-focused leadership.
In my role as a Head of Supply Chain at TAMARA COMMOLLI, I was responsible for all aspects of Planning, Sourcing, Manufacturing, Quality & Repair, and Customer Service from conception to actual implementation. My crucial duty was to establish Tamara Comolli Atelier to ensure the production of standard, novelties and one-of-a-kind jewelry effectively. One of my key contributions to this role was developing and launching a sustainability roadmap for the environmental and human-friendly sourcing of precious metals, gemstones, and packaging materials.
In my previous role as a Director, Master Planning at Pandora Production Co., Ltd., I was accountable for leading the master planning strategy to enable multiple product launches across internal and external manufacturing locations in close collaboration with finance, product development, and global demand planning. One of my key contributions was to develop a collaborative planning process between operations in Asia and headquarters in Denmark focused on driving ten yearly product launches instead of the previous seven.
As a Director, Manufacturing Network Planning at Company Swarovski SCST Limited, I assisted the MD with managing all operations of approx. 10,000 employees. I responsibly cultivated a network of internal and external manufacturing facilities in Asia. One of my essential duties was to manage a supply chain project stream to establish a new manufacturing facility in Vietnam with a smooth production series starting after nine months. I was also tasked with establishing performance metrics and KPIs to track and improve performance in 6 plants across Thailand, Vietnam, and China.
As Head of the Supply Chain, I managed, coached and developed a team of seven direct reports with a total team size of 220 in the office and production area. In addition, I initiated the documentation of the entire Supply Chain processes, including cross-functional interfaces, to analyze the performance and saving potentials from product development to the delivery of finished goods to the distribution centre. My key contributions included optimizing capacity utilization across seven production plants in a highly volatile and seasonal environment, establishing a lean manufacturing and continuous improvement culture, and ensuring that Swarovski Standards are applied to purchase raw materials and technical equipment.