11/01/2026 updated
not available
info: not available until 01/11/2027
Interim PMO & Transformation Executive | PMO Director | Programme Governance | Manufacturing
Szczepanów, Poland
Germany +6
Executive MBA (University of Maryland); MEng Logisticsinfo: Germany, Austria, Switzerland, Denmark, Ireland, Netherlands, Poland
About me
Independent interim and fractional executive based in Poland, working across Europe. I take ownership of stalled transformations and PMOs: mandate first, then governance that lets leadership steer, then delivery. Available for fractional (1–3 days a week) or full-time interim engagements.
Business TransformationCertified Project Management ProfessionalChange ManagementCorporate GovernanceInterim ManagementProject Portfolio ManagementProgram ManagementTransition Management
Interim PMO Director and Transformation Director for manufacturing and industrial companies across Europe, remote or hybrid. 20+ years in transformation, operations and supply chain across automotive, pharma, chemicals and industrial equipment, including greenfield builds and joint ventures.
Some transformation programmes stall. Not because the strategy is wrong, but because execution loses grip: milestones slip, decisions recycle, and the programme stays busy without moving forward. That is when I step in as an interim or fractional executive, between advisory and line leadership, to restore control, rebuild governance and deliver results.
Where I take ownership:
- PMO setup and recovery: building a PMO from scratch or repairing one, with a written mandate, decision rights, portfolio governance and executive and Board reporting
- Transformation programme leadership: stalled or multi-stream programmes brought back on track, with steering committees that take decisions
- Supply chain strategy and advisory: planning, S&OP and inventory performance that creates financial risk
Mandate before execution: before I lead anything, the sponsor and I agree my decision rights in writing (decides, recommends, co-decides, escalates, excluded).
Ways to work together: fractional executive (1–3 days a week, remote-first) or full-time interim executive (hybrid or remote-first).
Selected results:
- IONWAY (Umicore–PowerCo JV): global PMO, three-level strategy cascade and Board reporting cycles
- Moderna: global PMO built from zero for a supply chain transformation, reporting to the C-suite
- Cobham Satcom: S&OP cycle ~50% shorter, OTIF up ~20%, slow-moving stock down ~30%
- Solaris Bus & Coach: portfolio of 18 projects behind ~25% production growth
Keywords: Interim PMO Director, Head of PMO, Transformation Director, Programme Director, PMO setup, portfolio management, programme governance, steering committee, executive reporting, change management, operating model, S&OP, manufacturing transformation.
Executive MBA (University of Maryland), MEng Logistics. PMP, PMI-PMOCP, AgilePM, Prosci ADKAR, CSCP, SCOR-P. Languages: English, Polish, German (conversational). Based in Wrocław, Poland; working across Europe.
Experience
Professional experience10+ years
Freelancer since2014
Languages
GermanGoodEnglishFluentPolishNative speaker
Project history
Interim global PMO lead for the Umicore–PowerCo (Volkswagen Group) joint venture building a cathode materials plant in Poland.
- Built the global PMO and company-wide portfolio governance
- Designed a three-level strategy cascade linking Board objectives to the project portfolio
- Set up Board of Directors reporting cycles and a distributed PMO team providing delivery assurance over the plant construction programme
Built the global PMO function from zero for a multi-stream Supply Chain & Operations transformation, reporting to the C-suite across Switzerland, the USA and the UK.
- Designed decision frameworks, escalation paths and standardised portfolio reporting
- Built a benefits realisation framework tied to financial outcomes and embedded it in digital tooling
Led a business-critical transformation programme for a PE-backed satellite communications manufacturer, then took over the global planning function.
- Integrated disconnected planning operations in Denmark and Singapore into one centralised structure
- Shortened the S&OP cycle by nearly 50%
- OTIF up ~20%, slow-moving stock down ~30%, lower Days on Hand through new inventory policies