
Capability Gap or Speed?
This is the first in a short series of posts about AI. I will stay deliberately close to everyday use: AI assistants such as ChatGPT
My professional journey began more than two decades ago in the manufacturing world.
I started my career in Hungary as a young engineer working in quality, industrial engineering, product development, and supply chain roles within a global textile manufacturing company. What began on the factory floor quickly evolved into a deeper curiosity about how complex organizations operate and how technology, processes, and people can work together to improve performance.
Over time opportunities arised, and I moved into global roles, working on international projects. I have been living 13 years in the greater Paris metropolitan area and currently resident in Hamburg. Over the past two decades my work gradually shifted from operational roles toward global transformation programs and strategic initiatives.
One of the defining chapters of my career was leading large scale SAP implementations across the company’s global manufacturing network. As product manager for the SAP Quality Management and Plant Maintenance modules, I led the rollout of standardized systems and processes across 60 manufacturing sites in more than 30 countries, redesigning maintenance and quality management processes and embedding global best practices.
As digital transformation began reshaping the industrial landscape, my work expanded into the broader world of Industry 4.0. I led projects involving automation, robotics, IoT data collection across production lines, and the creation of global data platforms enabling real time operational insights. These initiatives connected manufacturing sites across continents and helped organizations move toward more data driven decision making.
In recent years my focus has increasingly shifted toward strategic program leadership.
I have led complex transformation programs covering manufacturing footprint optimization, post merger integration, digital transformation, and operational excellence initiatives across Europe, Asia, and the Americas. These programs often involve aligning senior leadership, coordinating cross functional teams, and managing initiatives that span multiple countries, cultures, and business functions.
One of the most significant projects I led was the setup of a 25,000 square meter manufacturing facility in Toluca, Mexico, a $25 million investment that included importing hundreds of machines from multiple countries, building the full operational infrastructure, implementing SAP systems, and recruiting and onboarding more than 500 employees. The new factory replaced production from several closing sites in the United States and became a strategic growth hub for the company.
Today I work on strategic programs that focus on growth, operational efficiency, digitalization, and sustainability. These initiatives range from global manufacturing optimization and supply chain partnerships to digital platforms, AI adoption, and so on. Many of these programs operate at the intersection of strategy and execution, where ideas must ultimately translate into real operational change.
Throughout my career I have worked closely with executive leadership teams, engineering experts, IT specialists, and operational managers around the world. I have learned that successful transformation rarely depends on technology alone. Real change happens when strategy, people, and execution move in the same direction.
My professional interests today revolve around strategy execution, transformation programs, operational excellence, digital transformation, and the evolving role of technology in industrial environments.
This blog is partly a place to reflect on these topics. Not as formal reports or corporate presentations, but as thoughts, observations, and lessons gathered along the way.

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