Eduardo Serrano

Leading a multi site organization, +600 team members. Managing core business functions with full responsability of P&L. Monthly revenue 4.3 MUSD. EBIT +11.9% (from negative to positive within 30 days) Driving LEAN and leadership culture is our way to the next level

•Led a Tier 2 manufacturing facility producing molded, painted, and flocked parts for major OEMs. •Managed core functions: Production, Quality, Engineering, Logistics, Maintenance, Mold maintenance, and HHRR. •Reached 100% deliveries and $1.2M USD in monthly sales by optimizing operations. •Reduced shipment backlog from 172 to 2 in seven weeks, restoring customer satisfaction ratings. •Implemented a cost-cutting culture achieving $152K USD annual savings. •Promoted a LEAN-based, high-performance culture, enhancing leadership, accountability, and efficiency. •Maintained IATF 16949:2016 certification and ensured compliance with all quality and EHS standards.

•Led a business unit of 800+ employees manufacturing and distributing automotive and mobile telecom antennas. Reported directly to the COO in Sweden. •Directed core areas including Production, Quality, Logistics, Purchasing, Engineering, Continuous Improvement, Maintenance, Projects, and IT/SAP. •Achieved the annual sales target of €38M, ensuring full alignment with corporate and financial objectives. •Drove Lean and Operational Excellence initiatives, achieving FTQ +11%, OEE +9%, Scrap -4%, Zero LWD, and 100% on-time delivery. •Expanded production capacity by +40% and scaled workforce from 500 to 800 employees, eliminating key bottlenecks through LEAn and continuous improvement methodologies. •Fostered a collaborative, high-performance culture, mentoring leadership teams and serving as union negotiator to ensure constructive labor relations. •Maintained ISO 9001 & ISO 14001 certifications and EHS and local civil protection requirements attainment. •Implemented business continuity plans, and led the successful SAP ONE (PM, MM) deployment.

•Led leadership teams to achieve planned sales, and the new introduction of new production lines and products (NPIs) | Reported to Operations VP in Germany | Headcount 500+ | Direct reports areas: Production, Logistics, Quality, Engineering, Maintenance, Procurement, HHRR. •Designed and executed a turnaround strategy (SQVC, KPIs, LEAN, TPM) that prevented potential plant closure, restored productivity, and delivered a positive P&L. •Fostered a culture of continuous improvement, driving collaboration and problem-solving across multifunctional teams — achieving +22% output, +32% productivity, and +13% OEE. •Directed vertical integration of technology, processes, and human resources — achieving 100% on-time NPIs and scaling workforce from 300 to 500+ employees. •Developed and mentored high-performing leaders, promoting accountability and engagement. •Ensured full compliance with ISO 9001 and ISO 14001 standards, corporate safety policies, and local regulations.

•Led operations teams to meet sales and shipment schedules in line with business objectives. •Achieved +23% productivity, +200% sales growth, and integrated +4 new assembly lines, and overhead growth from 120 to 350+ employees, by executing the ramp-up plan with operational discipline (PQVC). •Monitored daily performance (KPIs) through GEMBAS, focusing on quality and productivity while applying LEAN manufacturing and PDCA improvement methodologies. •Developed second- and third-level leaders, fostering a safe, empowered, and high-performing work environment. •Supported the merger and acquisition process from Kathrein to Ericsson, collaborating for a seamless operational transition. •Ensured compliance with ISO 9001 & ISO 14001 standards, corporate policies, and local legal regulations.

•Reporting to the Plant Owner. Ensured acomplishment of production programs within the required lead times, quality level and budgeted cost. •Led continuous improvement plans based on LEAN tools. Kept daily track of work orders status and executed recovery actions when needed. Servicing national market. • Achieved• -21% Lead time reduction, • -6 % cost reduction. • 0 costumer complains. • O LWDCS. + NEW BUSINESS.

• 2 Implementations of Quality and Operations manuals for plastic parts, T2 suppliers for AUDI, Puebla • 2 Pre-certification audits for T2 suppliers, Puebla. Advisor of VDA6.3 3rd parties. • Co-founder and Operations Manager (brewery and distillates)

•Reported to: Plant Manager | Client: VW Puebla (Tier 1 & Aftermarket) •Oversaw production and project management for transferred manufacturing lines from Michigan, USA to Puebla, Mexico, ensuring on-time SOP and production ramp-up. •Delivered production volumes in line with quality, safety, and cost requirements under a strict JIT system. •Developed and trained team members to enhance operational capability and cross-functional efficiency. •Achieved: •+22% efficiency and +19% output increase. •-21% reduction in lead time and -84% reduction in WIP (from $206K to $32K). •Full recovery of VW’s reliable supplier status. •0 customer complaints and •Individual Excellence Recognition Q12013.

•Reported to Region Manager Operations., SKF USA •Met the sales programs (1.9 MUSD/month), In time SOP, +32% Net income at the end of the Project YoY. •OEE 96%, FTQs 98.5%, 0 accidents. 0 customer complains. •Delivered In time SOP for the new production line. •Implemented BSC and performance KPIs, •Planed procurement, stocks and production. •Led the teamwork culture, maintained a systemic approach for safety and quality.

-Global Quality Leadership: Held dual reporting responsibility to the Plant Manager and Global Supplier -Technical Assistance (STA) Manager, ensuring alignment of local operations with global quality directives. -Supplier Development & Quality: Served as a core member of the Global STA team, responsible for driving compliance and quality excellence across the supply base. -International Supplier Evaluation: Executed comprehensive quality evaluations and audits of international suppliers (including USA, Italy, and Serbia), and successfully managed all required documentation for APQP and PPAP. -Auditing & Compliance: Functioned as Senior Quality Engineer and Incoming Quality Head/Auditor, leading internal and external audits for major standards, including ISO/TS 16949, ISO/QS 9001, ISO 14001, and VDA 6.3. Production Line Transfer Coordination: Successfully coordinated the full scope of Engineering, Process, and Quality functions for the multi-site transfer of production lines from the USA, Germany, and Spain to Mexico.

-Manufacturing Leadership: Reported directly to the Manufacturing Manager, ensuring seamless execution of production strategies and operational goals. -Lead Time Reduction: Achieved a dramatic reduction in the lead time (LT) for aluminum housings, decreasing it from 1.6 days to just 3 hours through process optimization. -Lean Implementation: Championed and implemented Cellular Manufacturing principles and KAIZEN methodologies, redesigning new production layouts to boost efficiency and workflow. -Team Coordination: Coordinated a technical team of Quality and Process Engineers to align standards, troubleshoot issues, and drive continuous improvement initiatives. -Asset Utilization: Directed the optimal utilization and scheduling of the Metrology Lab, ensuring efficient resource allocation for critical quality measurement and control.

New business development.

SAP Hana MRP system structure, content and implementation path,

Lean improvement process: manufacture, logistics.

Industrial Engineering with specialty in high volume manufacturing processes.