Peter van Roosmalen

• Developed strong partnerships with other businesses to allow for collaboration and more significant opportunities for growth.
• Established a successful business by identifying market needs and developing innovative solutions.
• Ideation and Integration of complex industrial automation systems like production lines, AGV's, safety-automation.
• Industrial Management consulting and coaching with focus on Safety, Quality and Operational Efficiency, Factory Strategy, P&L Cleanup & Restructuring, Team development and Communication.
• Startup food, health and orthomolecular programs, with a focus on metabolic reset and lifestyle interventions

• Managing a production site with +/-300 FTE, specializing in manufacturing 10 million speakers per year for the automotive and consumer electronics industries.
• Managing the head office site where top management, finance, R&D, Testing & Validation, PMP and other SG&A functions are located.
• Developed and implemented a reconversion plan to halt and reverse operational deficits
• Achieved a 25% reduction in conversion costs without workforce downsizing, optimizing First-Time-Through (FTT) and machine availability
• Initial cost-saving strategies funded automation and new production lines
• New production system reduced conversion costs by 50% while addressing workforce natural attrition.
• Monitored financial performance, set budgets and controlled expenses to provide financial stability and long-term organizational growth.
• Installed (global) plant communication strategy and team boards.
• Developed a global digitalization strategy for operations and launched the internal startup. I sourced and trained the team members and we digitalized the operational processes in LC. All the local operational processes are now digitalized, including the team boards we previously launched. The team has 3 internal members and a strategic partnership with a LC developing company and is now rolling out the first phase of a global MES system.
• Chairman for the works council and CPBW (Safety Committee)

• Launched a BBQ-takeaway business during COVID
• Created several BBQ training modules from beginner to professional and trained more then 1000 people, beginners and professional chefs.
• Setup and Managed webshop, brick and morter shop, fairs in local venues and abroad.
• Import of BBQ equipment and creation of dealer network
• Fostered collaborations with suppliers, nutrition experts, and scientific institutions
• reformed the commercial model to a non-profit model with the purpose to pioneer sustainable food chain innovations, including low-carb and toxin-free nutrition.

• Collaborated with cross-functional teams to successfully deliver comprehensive solutions for clients.
• Managed client relationships through regular check-ins and updates on project progress.
• As a Senior Consultant in Factory optimizations I supported our customers in France with LEAN integrations.

• Full P&L and commercial responsibility for a metal processing & steel wire manufacturing plant
• Led operational transformation amid low-profit margins, outdated equipment, and high conversion costs
• Increased throughput by 20% in the powder coating facility without additional staffing
• Redefined Make-to-Stock & Make-to-Order strategies, reducing stock levels and improving production flow

• Streamlined communication between departments, improving project coordination and on-time delivery rates.
• Managed budgeting and cost control measures for production department, staying within financial targets.
• Installed LEAN - KATA team board strategy
• Trained the new OPS Manager
• Created a MES system in Angular JS on a web based platform

• Resolved issues quickly to maintain productivity goals.
• Managed internal operational standards and productivity targets.
• Standardized production procedures, job roles, and quality assurance guidelines.
• Increased overall productivity by identifying bottlenecks in the production process and proposing effective solutions.

• Successfully managed multiple projects simultaneously by prioritizing tasks according to urgency, resource availability, and alignment with organizational goals.
• Planned, designed, and scheduled phases for large projects.
• Restructured the maintenance department
• Project Manager for a new front seat line with integration in a Brown field operational JIT/JIS plant. We had to temporarily move a production line in a tent to prepare the building for the installation of the new line. We also installed a new automated storage and retrieval system and prototyped AGV integration within the production system.
• I created the AGV strategy and replaced the programmer that became ill while we were in the integration of the project

Managed a JIT/JIS automotive production plant as a Tier-1 supplier for VW Braunschweig, operating under private equity ownership. Full P&L and commercial responsibility.

• Operational Stabilization & Automation:

• Improved OEE and reduced downtime through automation and workflow optimization.

• Crisis Management & Strategic Relocation:

• 2006: Closure of VW Brussels → Successfully relocated operations to the Audi site, preventing plant shutdown.

• Expanded operations by +40%, adding picking & sequencing activities.

• Retained and expanded 100+ jobs, successfully extending the contract with Audi.

• Contract Negotiations & Business Transition:

• Full P&L responsibility and contract management with OEMs.

• 2010: Business transitioned to VW Group after contract re-tendering.

• Several engineering functions, from Maintenance, Reliability to Manufacturing engineer.
• In these functions I was responsible for the production lines of a JIT/JIS plant that produced car seats for VW Brussels.
• My tasks were to stabilize the downtime of the line and create a more reliable production environment.
• Later I joined the manufacturing group to develop new poka-yoke equipment for production and I installed the first MES system in the group.
• After the closure of the plant in Brussels, I moved to the facility in Geel, where I became the launch manager for the new VW production line for seats in Geel. I was partly located in Germany during the project
• After this project I moved to the Gent facility to launch several products for VOLVO in Gent

Startup of a new production site in a sugar factory. Together with my colleagues we followed up the build of the new department and we validated the technical build, translated and tested the recipes into the process computers. Created the manuals and trained the operators after the launch of the department