€17M
Cost avoided
A new supply base built in Taiwan for an offshore programme, in a market never sourced from before.
Procurement, Sourcing & Project Management
I help you take control of what you spend, on projects, product launches and running production, and improve the sourcing process behind it. Almost a decade of experience in wind energy and automotive.
Book a consultationTrack record
€17M
Cost avoided
A new supply base built in Taiwan for an offshore programme, in a market never sourced from before.
6.5%
Saved every year
Delivered across a multi-million-euro direct materials portfolio through category strategy and supplier decisions.
22%
Shorter tooling lead time
Tooling for new vehicle component lines delivered faster, so installation dates held.
€1.1M
Saved in the plant every year
Twelve improvement projects on production equipment and tooling, each one closed and counted.
€1M
Cost avoided
A critical issue caught and resolved before it reached the installation site. Commissioning stayed on schedule.
M&A
Acquisition integration
Procurement workstream led through an acquisition: contracts, supply base, logistics and customs brought into one.
Leadership
From RFQ to production ramp-up
A full procurement team steered day to day, with one plan from first RFQ to stable production.
Ownership
From business case to working team
A new procurement team for a customer project, taken from an idea on paper to a working unit.
Mentorship
On the shop floor
A mentoring routine that gave junior engineers a structured way to solve problems on the shop floor.
Insight
Market intelligence
Supplier markets, cost drivers and price trends turned into clear evidence, so strategic sourcing decisions rest on data, not opinion.
9 yrs
Of global procurement
Suppliers and programmes across EMEA, APAC and the Americas, in energy and automotive.
What I do for you
What procurement should own, how it is organised and how it is measured, set against your business plan.
Category plans for the direct and indirect spend of running production, carried through tender, award and tracked savings.
Business cases on what to make, what to buy and where, weighing cost, capacity and risk.
Procurement leadership for capital projects, EPC packages and product launches, then on into series production.
Negotiation strategy and lead support, with price, payment terms and conditions settled together.
New parts and new suppliers taken from first samples to stable series supply, so launches keep their date.
Single-source and availability risks mapped, second sources built and supply localised where it pays.
Segmentation, scorecards and reviews that turn key suppliers into dependable partners.
Contracts, suppliers, logistics and customs aligned when a business is bought, sold or carved out.
A clear view of project and series production spend: what is bought, from whom and on what terms.
Dashboards people actually read, and routine tracking and reporting handed to RPA and AI tools.
Procurement teams set up, coached and led, including interim cover for a project or a vacancy.
How I create value
A proven framework: the McKinsey 7S model. Procurement results last only when all seven elements of the organisation point the same way, so I check and align each one.
Three ways to work with me
One defined problem, agreed deliverables and a fixed fee.
In your team a set number of days a month, on a retainer.
Negotiation preparation, second opinions and workshops, by the day.
Book a consultation
About

A procurement leader and mechanical engineer with almost a decade of experience across wind energy, automotive and industrial manufacturing.
My work sits where procurement meets project delivery: making sure the right suppliers, parts and contracts are in place, at the right cost, when the project needs them.
At Vestas Wind Technology, I served first as Procurement Lead, functionally driving a nine-person team in India and supporting the strategy for the two largest direct categories, worth multi-million euros a year. I currently lead procurement on seven concurrent onshore and offshore programmes across Europe, Asia and the Americas, turning savings ideas from commodity managers, engineering and finance into booked results, and improving the PMO gate governance model to shorten time to market.
Earlier, I led procurement and engineering for new vehicle component lines at Ashok Leyland, closing 5+ product launch projects worth €19.5M a year, and began my career in supply chain at Supercoat Paints. Throughout, I have combined commercial negotiation with engineering judgement, project management discipline and a habit of developing the people around me.
I advise independently from Hamburg. My only income is the fee my client agrees with me up front, never a commission from a supplier, so my advice stays on your side of the table.