Alexander Höpner

Heading a team of six Product Owners driving the digitalization of Vestas’ Project Management for both Customer and Internal Projects. Leading initiatives to optimize Customer Project Execution on construction sites and digitalize office-based Project Management processes. Operating in an agile, product-oriented setup, ensuring scalable solutions that enhance efficiency, transparency, and collaboration across global projects.

Led a team of eleven employees across Europe and managed a dotted-line team of three in Manila. Established a strategic process and roadmap for new digital products and implemented modern working practices to deliver robust systems support. Designed and rolled out an agile product development framework for analytical and business intelligence solutions, ensuring delivery based on a prioritized backlog and aligned with IBCS standards.

Managed construction bids for the entire region, ensuring seamless customer engagement and internal alignment across stakeholders. Implemented efficient processes and introduced digital tools to streamline the bid workflow, reducing cycle times and enhancing accuracy.

Led process optimization and strategic consultancy projects across multiple industries, with a strong focus on airlines and MROs. Specialized in Operational Excellence, Lean Management, and Six Sigma, driving efficiency and performance improvements. Co-created the industry strategy for Lumics and implemented a product backlog and development process, enabling structured delivery of strategic initiatives.

Led a department within Global R&D, managing four team leads and over 30 employees across Germany and India. Reorganized the team structure and introduced integrated, standardized validation and test plans to enhance quality and efficiency. Founded a Reliability Engineering group to perform Weibull analysis and implement predictive maintenance based on operational data, driving data-driven improvements in product quality.

Led cross-functional, international teams of up to 25 employees to manage double-digit million euro technical risks caused by serial defects in the installed fleet. Oversaw C-level stakeholder management within Senvion and with customers and suppliers. Accountable for root cause analyses, development of engineering solutions, and negotiation of commercial settlements and warranty claims with suppliers and customers.

Führung von interdisziplinären und internationalen Teams von bis zu 15 Mitarbeitern mit Projektvolumen im einstelligen Millionenbereich zur nachhaltigen Produktverbesserung. Dazu zählen vor allem die Identifikation von technischen und organisatorischen Fehlerursachen, die Entwicklung und Implementierung von Gegenmaßnahmen sowie die Interessenvertretung gegenüber Lieferanten, Kunden, Versicherungen und internen Stakeholdern.

Non Conformity Management, Special Engineering, Änderungsmanagement, Qualitätssicherung, Buchhaltung, Logistik, Projektmanagement, Einkauf, Produktionssupport.

3 Monate Einführung von Fehlermanagementprozessen und Experten 3 Monate im stategischen Einkauf und Projektmanagement

Verkaufstechnik, Verteilte künstliche Intelligenz, Industrie 4.0

Projektmanagement, Prozessmanagement