Wendy Taylorson

• • Management of large, complex and global warranty claim project

• • LD Avoidance, maximising uptime

• • Development of process and procedures to identify highest risk and plan for field campaigns, governed by a legal framework of liabilities.

• • Management of technical investigation and service campaigns

• • Risk planning and mitigation based on technical inspection and evaluation

• • Financial planning and management, technical work order management, operational planning and management

• • Coordination of complex global service campaign; managing downtime, on-site issues, supplier work packages, technical quality of work, and changing requirements in a dynamic environment

• • Constant adjustment and re-planning in dynamic environment

• • Leading global diverse team, customer reporting and management

• • Managed all aspects of a platform of complex global NTIs, driving the design, development and industrialisation of 10 complex wind blade technologies across 7 manufacturing sites (7 countries), on high volume running product, with budget oversight ($4+m OPEX), leading multiple global teams (9 countries, up to 5 time zones, 100+ individual contributors)

• • Oversaw the function, cost, quality, IP, supply chain, equipment, process, documentation, service and product change management

• • Developed customer-driven roadmaps and execution plans

• • Worked with global manufacturing facilities and global test facilities, to optimise manufacturing control

• • Used lean techniques to remove production driven errors

• • Reduced conceptual, technical and manufacturing risks in current technologies; responsibility for design and manufacturing risk management and the correct application of APQP4Wind, from concept to reliable and repeatable production.

• • Constant, detailed stakeholder management (global C-suite)

• • Navigated complex team dynamics and multiple cultural differences

• • Project managed multiple complex projects simultaneously; utilising constant, dynamic negotiation and collaboration across all functions in the product value chain

• • Brought 10 technologies to the point of industrial stability

• • Developed new tools and processes for the planning and reporting of a platform of parallel global product changes.

• • Management of the resolution of 2 critical field service issues, affecting 2k+ products in the field; ran root cause analysis to identify multiple system failures across the whole value chain; managed the full re-development of the technologies; including design, validation, industrialisation, supply chain re-qualification, field service instruction and control, and customer stakeholder management on high volume running product, and achieved within 12-18 months.

• • Rolled out improvements to the product development framework

• • Ownership of a large installed base of 300+ co-generation, natural gas fueled generator units in the Benelux region, leading a team of 5 regional Customer Service Managers

• • Multi-year contract management, sales and legal negotiations, technical monitoring, implementation and upgrade planning, issue resolution

• • Managed the development and industrialisation of a multi-generation product plan for 2 new high horsepower engine developments, leading an onsite team, a consultant engineering org (Ricardo) with global engineering teams as development partners (in India, USA) (HC of 75+)

• • Defined scopes of work, pricing, and analysed submitted work and payment negotiations (with external suppliers as needed)

• • Both roles involved risk planning and management, technical and customer issue resolution, budget and resource planning and management, stakeholder management, C-suite presentations and reviews

• • Contributed to a positive and growing P&L for Service region and successfully negotiated a $1 m reduction in costs

• • Managed the design, validation and industrialisation of modern, highly automated, multi-application power generation engines. This involved the technical programme management of 50+ single development projects.

• • Completed the successful turnaround of a failing new product development that was 2 years behind schedule and $60m over budget. Managed the design to cost plan, working with supply chain leaders to reduce direct material cost % by 20%. Delivered successful product first fire within a year, with 80% reduction in headcount and 75% reduction in budget.