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VP Engineering, Digitization
THE CHALLENGE
Our client, a multinational power management company, sought a Vice President of Engineering, Digitization to lead a critical transformation of its global engineering function.
Historically, engineering was structured within individual business units with both direct and functional reporting lines. This siloed structure prevented the company from operating as a unified engineering function and limited visibility across the enterprise. While progress had been made in mechanical engineering digitization, significant challenges remained in electronics and software engineering, where the lack of standardized tools and processes slowed productivity.
Key challenges included:
- Excessive reliance on spreadsheets rather than digital engineering tools, leading to anecdotal decision-making and limited visibility.
- Long product development cycles of 18–36 months, delaying innovation and time-to-market.
- Limited throughput, with roughly 1,000 product releases annually, far short of the CEO’s goal to double output.
- A need to embed Lean principles, continuous improvement, and digitization across engineering to eliminate waste and accelerate delivery.
The company needed a transformational leader to align engineering functions globally, establish enterprise-level digital standards, and create a culture of innovation and efficiency.
THE SOLUTION
We partnered with the client to conduct a highly targeted global search, focusing on leaders with experience driving large-scale engineering transformations.
Our approach included:
- Candidate Profiling: We assessed leaders with expertise in power electronics, mechanical, and software engineering, combined with strong knowledge of engineering IT systems, PLM platforms, and enterprise-wide automation tools.
- Leadership Assessment: We prioritized candidates who had successfully implemented Lean Six Sigma and continuous improvement initiatives, without necessarily holding direct line authority—a key requirement for influencing across a matrixed environment.
- Transformation Track Record: Candidates were evaluated against specific questions, such as:
- Have you led a major engineering transformation without solid-line authority?
- Have you implemented Lean engineering principles at scale?
- Have you deployed an enterprise-wide PLM system that made a tangible impact on throughput?
- Cultural & Strategic Fit: Beyond technical expertise, we sought leaders who demonstrated visionary leadership, strong interpersonal influence, and the ability to inspire collaboration across diverse global teams.
THE RESULT
Within 150 days, we presented a shortlist of three highly qualified candidates. Each had proven success in engineering digitization, continuous improvement, and enterprise-level IT deployment.
Ultimately, the client selected a leader who:
- Possessed deep experience across multiple engineering disciplines and digitization.
- Had successfully led global engineering transformations at scale.
- Was willing to relocate to one of the company’s key hubs.
- Demonstrated the balance of technical depth, leadership influence, and cultural fit required to align and inspire the organization.
The impact
The successful hire is now driving our client’s engineering transformation by:
- Establishing enterprise-wide digital standards and toolsets to improve data visibility and decision-making.
- Embedding Lean and continuous improvement principles to eliminate waste and reduce development cycles.
- Doubling engineering throughput to meet the CEO’s goal of 2,000 product releases annually.
- Accelerating the shift from anecdotal reporting to real-time, data-driven engineering management.
This appointment marks a critical step in the company’s journey to become a digitally enabled, unified engineering organization, fueling innovation, efficiency, and long-term growth.
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