Business Intelligence Projects Manager

• Aug 2022 - Present

Industrial Engineering Final Project Students Mentor

• 2010 - Present

VP of Operations

• 2019 - Dec 2021

Senior management team member, 200 MNIS budget, 500 employees and managers. Culture change – result orientation, led to 11% reduction in the overall direct hours per bus. EHS – reducing work incidents by 50% from my second year. Infrastructure: merging Fire Trucks company, preparing plant to electric busses manufacturing. NPI of a new intercity bus to Norway under Volvo brand. OPEX – KPIs, performance review routines, 5S program Six Sigma methodology and more. Senior management team member, 200 MNIS budget, 500 employees and managers. Culture change – result orientation, led to 11% reduction in the overall direct hours per bus. EHS – reducing work incidents by 50% from my second year. Infrastructure: merging Fire Trucks company, preparing plant to electric busses manufacturing. NPI of a new intercity bus to Norway under Volvo brand. OPEX – KPIs, performance review routines, 5S program Six Sigma methodology and more.

CEO - Gedera Thermal Solutions

• 2016 - 2018

Full P&L responsibility of 100 MNIS, 150 employees and managers Annual revenue increase of 7%, annual EBITDA improvement of 2%. 2017 - Record year in revenue and EBITDA. Customer satisfaction – substantial improvement in quality and delivery. 110% increase in on-time-delivery. Building new management team after group organizational structure change to create independent company with a full separate P&L. Strategic customers management in IL and other regions, negotiating contracts, crisis and problem solving. Negotiated and implemented a new Collective Agreement with the employees' representatives and the "Leumit" labor union Performance improvement / Cost reduction: reducing non-quality costs by 30%, reducing HC by 12% and more. Show less

VP Global Operations

• 2013 - 2016

Senior management team member, budget of 100 MNIS, 700 employees and sub-contractors globally.Managed 4 production sites globally (US, CH, RU, IL), leading a 5% annual increase in production.Built the global operations team including plant managers, planning, quality & maintenance directors. Implemented performance management routines, uniform KPIs in all regions. Reduced production costs by 5% annually.Global SAP business leader. Implementation in US and Russia.Built and implemented a global S&OP process by Global Planning department and local planning teams Show less

Israel Plant Manager

• 2010 - 2013

Restructured and led plant management to a cultural and professional excellence, making a complete turnaround.Reducing production cost by 7% annually by implementing OPEX and Lean Management tools.All-time records in production KPIs (OEE / utilization, reduction of non-quality by 50%, RM utilization and more).SAP Implementation (I served as the PP team leader, IL site was the first to go live).OPEX infrastructure: KPIs, performance management routines, Six Sigma DMAIC problem solving methods, 5S, visual management, SPC and more. Show less

Plant Manager

• 2007 - 2010

Enhanced management team member, managing 150 MNIS, 120 employees and managers. Managed 24x7 plant, leading 10% improvement in utilization and improving raw material utilization by 5%. Improved customer satisfaction: restructured Customer Service department, led to a significant increase in on-time-delivery (+100%) and reduction of customer complaints by 40%. Complete transformation in Customer Service department moving from passive CS to pro-active pushing the information to the customers systematically. Built work plans, implemented management routines, KPIs, different tools and methodologies. Built safety system which led to a 30% decrease in work incidents. Improved quality level (achievement – scored 91 in a major customer audit). Show less

VP of Operations

• 1998 - 2006

Management team member, managing 40 MNIS budget, 80 employees and managers Developed a new supply chain concept (late differentiation) enabling the company to compete in other regions and increase revenue by 10% annually. Cut production costs by 10% through various projects. Building an NPI process, managing different NPI projects reducing time to market. Sales management – account management for a strategic customer (distributor to Wall-Mart). Priority ERP implementation: finance, production, inventory, IT and HR. Conducted functional planning of a new plant within a building project, transferred it from the old site. Show less

Engineer and Project Manager

• 1993 - 1996

Project Manager

• 1993 - 1996

•Projects in different areas of Industrial Engineering and Information Systems in the production floor especially in the Semiconductor industry. Developing a software product for quantitative research projects, R&D project management systems, work procedures Etc.