Katalin Ambrus

• Turned failing or immature project environments into scalable, transparent, predictable, execution-driven delivery models by designing new frameworks, governance models and key performance indicators (KPI) • Delivered Project Management trainings, workshops, and mentoring for project managers and leadership teams • Provided interim service in program and project management, leadership

•Led industrialization effort of new repair technologies for LEAP FINS engine component by coordinating project engineering resources to improve repair yield performance; achieved target production rate of 5 units per week; •Led an 8-member Project Management Engineering team; completed annual 140–150 projects with 20% fewer resources; •Stabilized an inherited portfolio of more than 200 active NPI repair projects with schedule compliance challenges; Achieved $18M NPI revenue in 2025

• Inherited a Project Management Office portfolio of 92 active projects across 19 customers and 6 business segments with significant schedule compliance challenges; implemented governance frameworks, prioritization, capacity planning, improved stage-gate controls, KPI dashboards and escalation processes, reducing project delivery non-compliance by more than 50% within two years • Built and developed a 42-member project management organization.

•Delivered operational 12–15 concurrent New Product Introduction (NPI) programs annually, global platform launches such as BE6 EVO1 excluded, ensured on-time launch through proactive risk management, structured governance. •Completed value stream mapping of NPI process improvement initiatives to optimize NPI execution process. •Confirmed status of operations readiness during Executive Steering Committee Reviews. •Acted as local PMO lead during Bosch-to-SEG sector spin-off (supporting local project manager)

• Generated $2.4M revenue of on-time delivery of 600 gaming machines within six-months timeframe • Led and served as focal point for order management, demand forecasting, delivery commitments, and revenue tracking of 7 direct customer accounts with $5-50K per month revenue each

• Led a 95+-member operational organization supporting a strategic customer account with 3 programs, overseeing resource planning, demand forecasting, operational performance and revenue commitments while maintaining delivery targets

• Successfully launched 12 new cycle introductions as next cycle program manager including RoHS, Vista SW, ID09 launches and completed 150–200 NPI configurations trials per cycle as current cycle program manager; ensured operational readiness and on-time manufacturing trial completion across global supply chain and ODM partner networks • Achieved packaging cost-optimization initiative target of introducing Arcel material as an alternative to EPx at supplier, reducing packaging raw material usage by 20%.