Hamed Farzaminejad

Continued leading corporate strategic planning, a responsibility held since October 2009, with the function reporting directly to the CEO. The strategic focus was to sustain revenue and performance across the company’s established automotive and non-automotive industrial-engineering project businesses while entering the market for technology-driven automotive components.

Undertook a nearly three-year organizational transformation assignment concurrently with the Strategic Planning Manager role. The mandate was to operationalize the approved organizational structure and advance improvements across business processes, human capital, and IT to support sustainable organizational performance in diversified automotive and non-automotive businesses. Built internal leadership by developing employees for three management roles and an internal successor to the HR & Systems Director.

Served as Planning Director from December 2013 to February 2016, leading two units: Strategic Planning and Project Planning & Control, while continuing as Strategic Planning Manager. During this phase, the priority was to integrate strategy, operational planning, budgeting, and project execution. Newly acquired automotive and non-automotive projects needed to be delivered successfully to strengthen client satisfaction, support repeat business, and establish credible references for further market developmen

The strategic focus was market and business development in non-automotive industries, building on the technology-intensive capabilities developed through automotive industrial projects, particularly in automation and robotics. An end-to-end strategy management process based on the XPP and BSC frameworks was developed to connect strategy formulation, execution, performance monitoring, and review.

Built a broad professional foundation across industrial project planning and control, strategic planning, business process management, and information-system development in an automotive engineering environment.