Jens Feuerlein

We automate your workflows within a few hours; We make your processes lean

Managing ~200 Operations employees + >50 apprentices Introduced Operations strategy "Smart Komax Plant": w\ 30 strategic projects Introduced robots within mech. Mfg to automate labor intensive work Digitalized Assembly & mech. Mfg Department (basis for I4.0) Introduced new intra-logistics system by managing a ~10 Mio CHF project Increased areal productivity by 60% Introduced new logistics concepts to decrease WIP by ~20%, lead time by ~10%. Decreased internal stock by >5 Mio CHF

Managing Director and Director of Engineering of GoPro Switzerland Establishing a sustainable foundation for growth of GoPro Switzerland Aligning technology and development projects with GoPro HQ in San Mateo Strengthen core competences and enhance innovation Establishing lean and efficient processes Create responsibilities for each team by means of a Responsibility Assignment Matrix Establish KPI's, meeting structure, and qualification matrix Accelerate time-to-market of new development projects

Responsible for R&D across all international plants Setting up new international R&D organization within Belimed Responsible for group wide project management process, risk management process and change management process Accelerate time-to-market of new development projects Decrease quality problems Enhance innovation Decrease manufacturing costs substantially

• Until July 2014; Deputy since July 2014 • Responsible for > 35 MCHF Sales • Managing &Coaching over 100 employees • Responsible for R&D, Manufacturing, QM &Internal Sales • In charge of introducing a new production concept JIT (Just in Time, Toyota Production Principle) leading to lower inventory, lower mfg costs & faster lead times • Worldwide deliveries fulfilling all norms &requirements • Efficient production planning & reduction of CoGS • Close collaboration with Sales & Marketing

• Managing and coaching 20 R&D employees • Doubled time to market by introducing an efficient project management process • Had 3 new machines launched within 2 years through guiding project managers with project gates and an effective check list • Improved team work and cooperation by forming specialized teams • Got most out of each employee by coaching each one distinctively

• Created a business plan for an expansion to Germany • Recommended sourcing and supply-chain strategies • Built financial models by analyzing potential suppliers, clients, competitors and partners

• Optimized 9 cross-divisional processes and more than 10 project management processes • Introduced risk management process according to ISO • Established lessons learnt and best practice database • Delivered training courses to project, task and line managers • Organized steering committee meetings for top management and implemented solutions • Highly reduced manpower costs through implementing company-wide project management software • Improved manpower management

• Responsible for team, budget, and schedule • Established new business connections with BMW, Magna Steyr and other reputable European companies by managing internally a European Union project • Successfully developed and manufactured two prototype tanks for the storage of liquid hydrogen in vehicles by managing and supervising a project team

Strategic Management, Supply Chain Management

Leichtbau, Composites, Fluiddynamik