Peter Drießen

• Adopting company specific RM processes - global as well as European - into the DACH set up
• Pushing for DACH created solutions to identified RM process gaps, adoptable by our European and global partners
• Introducing those solutions during company based European conferences
• Maintaining a central repository of all Resource Changes in DACH for consumption into the finance cosmos and other business relevant areas
• Taking a long term view by aligning our internal workforce with strategic market projections
• Increasing the RMO key KPI (billable utilization) three years in a row 21 to 23 (47% to 57%)

• Company's world wide first TISAX certification of a site (Nuremberg), safeguarding a significant amount of Sales and Services business.

• Resource Manager for the company's automotive service accounts, assigning PLM service projects with the right person at the right time, sourcing from a pool of around 150 professionals, internally as well as from external subcontractors
• Team-member in an initiative to build up and govern a subcontractor network with regular quality assessments and information exchanges
• Co-host to a network partner conference

• P&L responsibility for service business (multimillion € - growth by >80% in three years)
• Managed a team of nine direct employees plus additional external service colleagues, ensuring completion of SW projects at a large automotive OEM, balancing time, cost and scope

• Global sub-project manager responsibility for service and training on the SW vendor side.
• Project target: Transition of around 6.200 active designers and engineers on the customer's many sites around the globe from an old CAD software to ours.
• Change Management: Manage the set up and implementation of globally applicable and adoptable training, not only for those 6.200 users but by means of setting a certification curriculum also for the hundreds of supporters and trainers around the globe to train at a same high quality level.
• Roll out of these requirements at sites in the US, Spain, Germany, India and Japan.

• Sub-project Manager responsible for the handling of the data separation / continued data sharing requirements during a large OEMs divestiture activities with two of its European brands (UK and Sweden) according to given legal boundaries.
• Project Manager for the change of an OEM's vehicle product structure from one product structure approach to a different one during the development phase of various vehicles. The roll out saw me oversee the implementation phase in the UK, in Sweden as well as on site in Japan.
• SPOC (single point of contact) for an OEM's particular vehicle development project for Siemens' solution portfolio with a focus on release and data security processes.

• Companies SDRC UK Ltd => EDS UK Ltd => Unigraphics UK Ltd each bought out in the end by Siemens
• CAD and database consultant to multiple vehicle development projects with a focus on efficiently implementing the OEM's globally aligned PIM/PLM processes ("Process Shepherd")
• Designing and implementing a to-be-paid two day expert training course on PLM processes to address the local internal experts as well as external experts

• Design of vehicle components
• Introduction of a new CAD and data management process set up for the design office

Stabsdienstsoldat. Entlassen als: Obergefreiter d. Res.

Employer at the time BOMORO GmbH & Co. KG, now as BROSE Group