Ing. Olivier De Boel

CEO-designated first COO candidate based on operational transformation. Cut COGS by 60% through BOM redesign, cost analysis, and manufacturability engineering. Built a global supplier/CM network (U.S., China, Asia) qualifying 20+ partners (50%+ spend). Deployed custom ERP/PLM/QMS covering NPI, production, QA, and inventory. Achieved first-attempt UL 1741 certification in <8 months. Implemented Lean/digital systems and led sourcing strategy to reduce tariff exposure by 20%.

• Led production and quality across China and Southeast Asia suppliers. • Improved yield 20% and OTD 98% via Lean, SPC, and workforce training. • Implemented ISO-aligned QMS and CAPA systems across supplier network. • Reduced supplier cost 15% while maintaining REACH/RoHS compliance. • Strengthened forecasting accuracy and vendor visibility using supply-chain dashboards. • Scaled new materials into stable, repeatable production in partnership with R&D.

• Reduced cycle time 2 weeks → 4 days through Lean redesign, improved layout, and production planning. • Integrated NetSuite with production/warehouse workflows, improving throughput 35% and inventory accuracy to 99%. • Built inspection, traceability, and documentation systems aligned with R2/ISO frameworks. • Improved OTD from 78% → 96% through KPI dashboards and staffing alignment. • Reduced labor cost/unit 25% and WIP 40%.

• Converted artisan-style workflows into Lean, standardized production using SPC and takt-based flow. • Reduced labor cost 20% and cycle time 30% via process engineering and optimized material flow. • Improved incoming inspection accuracy 33% through SOP redesign and retraining. • Built real-time dashboards increasing inventory turnover by 30%. • Designed end-to-end workflows for intake, inspection, repair, test, QC, and release.

Scaled U.S. manufacturing to $100M+ annual output (7 to 620 employees). Built full domestic ecosystem, transferring assembly from Switzerland/Thailand to Detroit. Led Dynamics 365 ERP deployment in <60 days with 100% adoption. Implemented Lean/5S, cutting changeover 45% & scrap 30%. Improved gross margin 12% and cut labor cost/unit 50%. Averted $700K loss and recovered $2.6M revenue via sourcing and cost reduction. Maintained NPS >75.

Facilitated production and manufacturing operations within the organization which centered on learning all areas of manufacturing along with planning for future manufacturing operations. Gained extensive knowledge of watch movement theory, engineering, assembly, production lines, quality processes, machinery, tooling and plant management.

Managed operations for both global and domestic facilities, requiring significant project management and operational abilities | Executed successful expansion of products in over 17 U.S. states, Mexico, and Canada | Monitored quality and/or service levels | Worked closely with Nevada Gaming Control Board in the submission and regulatory certification of new product line | Hired and trained Field Engineering teams | Completed detailed market analysis | Identified potential product improvements

Oversaw technical support logistics on global scale | Supported operational functions like staff management and training | Monitored product installations and service activities to ensure high levels of quality | Diffused escalated operational issues | Utilized superior analytical abilities to push organization into various international markets which required researching local regulations and making product change recommendations

Founded and managed operations in Bangkok, requiring planning and installation of gaming machines Defined goals and operational metrics Created SOPs, SLAs and a quality assurance system for use within region Provided 24/7 technical support for key clients Created and implemented creative training materials for staff members Grew install base from 0 to over 800 terminals over 2 years Saved clients thousands of dollars by reviewing current processes and improving Mean Time To Repair