Mark Swiecicki

Lecturer for Strategic Human Resource Management, Organizational Behavior, and Project Management. The New European College is the Munich-based academic partner of Wittenborg University, offering a modern business education rooted in the fusion of theory and practice. Its administration and faculty are dedicated to give students an educational experience, which focuses solely on the student’s future.

The SGeT was founded in 2012 to be a worldwide, manufacturer-independent consortium for embedded computer specifications. The SGeT reacts quickly and flexibly to accelerated technological progress and changing market demands with far higher efficiency than comparable organizations. SGeT standards and specifications are available free of charge. Current published SGeT standards include Qseven, SMARC and embedded NUC form factors, encompassing several hundred million dollars of deployed products worldwide.

Helping electronic product companies establish safe and secure partnerships with cost-competitive engineering services firms specializing in the design of complex systems.

The CHALLENGE: position the nascent x86 embedded product line for accelerated growth. RESULTS: Developed a 3-stage, 5-year strategy covering the product roadmap, sales strategy, marketing, investment/acquisition, staffing and revenue plans. Coordinated product requirements with the R&D team. Established R&D partnerships to bridge resource gaps. Set pricing structure and price lists. Regularly reviewed purchasing and production cost control. Informal span of control 20 head counts.

The CHALLENGE: Supervise 20 design engineers and several external R&D partners; establish a professional project management system; manage project resources and schedules. RESULTS: Created resource pools and project plans for all projects in MS Project 2016. Coordinated intercompany projects using Agile PLM. Assigned technical support resources and priorities. Conducted formal employee reviews. Tasked and supervised R&D partners and freelancers. Vetted and interviewed candidates for permanent R&D Manager

The CHALLENGE: Manage an embedded computer engineering team (head count 30) and drive intracompany process harmonisation. RESULTS: Led the rollout of new project and resource management tools across four design centers; implemented external R&D partnerships; recruited new R&D talent; standardized the requirements process with Product Management; reduced time to market by up to 40%. Appointed to full time position at the end of my one-year contract.

Board member and adviser during restructuring and sale of this closely held media company.

The CHALLENGE: Facilitate a company reorientation and reposition the music and public vending brands (head count 160). RESULTS: Shifted the R&D model from proprietary to open-source standards-driven technologies, led development of a high-end consumer digital jukebox, and partnered with market niche innovators to enter new vending markets. Consolidated the US and UK divisions and developed a headquarters restructuring plan for total yearly savings of 3.6M EUR.

The CHALLENGE: Establish a vertical market P&L for OEM Medical Computing. HANDICAP: Coach five independent BU’s to collaborate on the new business model. RESULTS: Tapped relationships with key leaders to support a “one-stop-shop” NPI model for medical OEM projects. Set up a $60M P&L across global technology and manufacturing sites. Led cross-functional teams to capture new strategic footholds. Campaigned the new brand through medical conference sponsorships and trade shows. Bookings grew 13% in first year

The CHALLENGE: Leverage manufacturing know-how and proprietary technology to launch an in-house startup for developing ruggedized mobile computers. RESULTS: Adopted a low run-rate high-margin business model, and sold direct and through niche channel partners. We invested in key innovations such as battery management, passive cooling, fast prototyping and rugged packaging. Broke even in year one, an acquisition helped to double sales in year two, and EBIT grew from zero to 14% by year four. Head count 22

Program manager in industrial automation and telecommunications. Built up a 27M€ OEM program for a Tier 1 robotics company in the automotive market.

Senior S&T advisor to US Dept of State. Managed the coordination of 300+ R&D programs worth about $700 million across 27 US Government agencies involving over 100 technologists and policy makers - serious community building! Verification Bureau's technology action officer for arms control and nonproliferation treaty monitoring and compliance.

Program manager and technology scout for numerous offices in the Defense, Energy and Intelligence agencies.

Project manager for systems integration of electronic warfare systems. Taught in-house courses on Project Management and Effective Presentations.

Bench level RF design and system integration of radar systems and transponders for drone aircraft control (UAVs).

Technology Policy / Intelligence / Foreign Relations / National Security Strategy

RF Engineering and Antennas