Gunnar Dröscher

• Increased the effectiveness of product cost operations by aligning team based on competence areas versus even distribution of staff to engine subsystem in order to maximise opportunities that led to significant product cost improvements • Improved NPI supply chain (1000+ components, 100+ suppliers) performance by creating greater delivery focus within NPI organisation and by establishing clear reporting that resulted in better time-to-market and improved financial performance

• Improved new product introduction performance by establishing senior relationships to strategic suppliers with focus on product introduction as opposed to serial production only • Increased team motivation (team of 6 direct in Germany, UK, US and 8 indirect) by leading and coaching team members through uncertainty due to major restructuring/ headcount reduction effort resulting in better team performance and greater internal and external customer satisfaction

• Achieved on time delivery and product cost objectives by integrating large cross functional teams (10 direct reports, responsible for tasking of 50 people, $16 mio. p.a. budget) that resulted in achieving major customer milestones and market entry • Sourced portfolio of engine components to target cost by supporting supplier negotiations and onsite capability audits • Led customer communication on supply chain performance and engineering progress of assigned portfolio of components

• Delivered portfolio of component development projects by leading and coaching 5 programme managers through various stages of the product introduction phase • Successfully industrialised portfolio of structures and transmissions components in global supply chain to achieve smooth production rate ramp up

Project manage Trent 1000 and BR700 NPI work package with respect to engineering (design, stress, validation) and supply chain management from concept design to flight test for Transmission, Structures and Drives SCU - Lead cross-functional, globally separated Team (Europe, North America, Asia); - manage budget and unit cost; - manage hardware delivery from supplier selection and negotiation to first parts in store

We are operating an online marketplace for Small and Medium sized enterprises and consulting businesses. We connect problems with those who can solve them.

Pole Lead/Project Lead Electrics at Bombardier Transportation for SBB TWINDEXX

Project Manager for the Achieving Excellence in Product Development initiative (Business Transformation Project) at Bombardier Aerospace in Montreal; Manager for India Outsourcing of Administrative tasks (ppt creation, etc.); Schedule harmonization within initiative and beyond; implementing risk management; owning all governance bodies (on project level and on senior executive level); implementing cost management

Project: Electrical System Installation (ESI) A400M under end to end responsibility of P3- Airbus Plant Bremen; Head of Finance/Controlling A400M ESI; Head of Subcontractor Management A400M ESI; Project lead Offshoring A400M ESI; Transition Manager (Managing transition from multi to single sourcing); Resources Manager A400M ESI

Multi project management focusing on distribution and manufacturing strategy, coordinating markting efforts of internal PMO, developing and conducting project management training in the U.S. and Germany

I developed a decision-making model for international relocations of firms, business units, or operations using the balanced scorecard as framework

Project Management - Harmonizing steering column concepts to create synergies between Mercedes and Chrysler

Not completed

Project Management according to PMI standards