The document provides details on the applicant's skills across four roles: 1) Group Manager - Led a group of 8 people, managed projects and budgets up to 1.2M Euros in automotive, medical and industrial domains. 2) Department Head - Managed a department of 40 people and 5M Euro budget in in-car infotainment systems. 3) Product Manager - Defined product strategies including roadmaps and analyzing market trends for in-car infotainment systems. 4) Provided two examples of projects in detail as a Group Manager introducing new methods.

1. Detailed Description of my Skills
“Group Manager In-house Software Consulting”
Task Acquisition, leading and controlling projects
Leadership Heading a group of 8 people
Budget Responsibility for a team budget of 1.2 Mio. €
Domains Automotive, medical, industrial technologies
Two example projects that I did in my role as „Group Manager“:
"Development and introduction of the UML in an existing software development process in the
automotive area"
In the area of the programming of hardware drivers (embedded systems) for engine controls our know-
how was requested for the introduction of the UML (unified modeling language). Our contribution
concluded the development of a development methodology with UML as well as the introduction of
UML tooling and finally the introduction of methodology and tools in the development process.
Goals were a) creating UML models for the hardware drivers, b) automated generation of documents,
and c) automated generation of code and test cases from the UML model.
I started the project alone and produced the first results. Then the project became bigger, so that
finally four of my team members were working on the project. Then I moved to the task of project
management. In three years we achieved 1 Mio. € sales.
"Introduction of a methodology for requirements engineering in the industrial area"
In the area of process automation for plants we supported our customer (a product management
team) developing a methodology for creating and managing product requirements.
First I gave a basic training about requirements engineering for our customer. Together with the
product managers we described the general framework for the methodology to be developed. Then I
delegated the detailed doing to one member of my team.
In the following I had the role of a project manager as well as the role of a crisis manager because not
all of the product managers were fully convinced that the project was necessary.
At the end the requirements for their next product generation were developed with our new
methodology. We achieved about 200,000 € sales.

2. “Department Head Software Development”
Task Head of software development department
Leadership Line (disciplinary) manager for about 40 people
Budget Responsibility for a department budget of about 5 Mio. €
Domain In-Car Infotainment Systems
Description of the tasks I did in my role as „Department Head“:
The Continental AG is divided in divisions. Every division is divided in business units. The business
unit ‘Infotainment and Connectivity’ is located in the division ‘Interior’. In our business unit we develop
entertainment, radio and connectivity & telematics solutions.
In the business unit I had the role of a software development head that can be described as follows:
As line manager I had strategic as well as disciplinary tasks.
I was following the principles below:
leading my department with initiative and entrepreneurship,
defining, executing and following the strategy,
observing people and process to lay the basis for the department success,
being customer oriented to assure the financial success of the department.
The daily business included the following:
Assuring the work load of the department doing project quotes and assigning people to awarded
projects.
Continuous controlling of the delivered software quality and determining improvement potential.
Weekly meetings with my group and project managers as well as monthly meetings with my whole
department.
Yearly employee dialog with salary discussions.
Defining targets for each employee with quarterly target tracking.
Taking over inter-departmental tasks with focus on quality and patents.

3. “Product Manager In-Car Infotainment Systems”
Task Definition of the Product Strategy
(incl. Portfolio, Roadmaps and Market Trends)
Leadership None
Budget None
Domain In-Car Infotainment Systems
Description of the tasks I did in my role as ‘Product Manager‘:
Analysis:
Observing the market trends (fairs, blogs, news)
Getting the OEM requirements from our sales or directly from the customer
Getting new technology trends from our R&D
Benchmarking
Strategy:
Defining the product strategy
Defining the portfolio
Creating and aligning the roadmaps (in particular with R&D and sales)
Innovation:
Identifying new products
Calculating business cases
Doing invention disclosures
In my role as product manager I am networker as well as information broker. I do collect every piece of
information. I pre-/re-process the information and prepare it for different stakeholders. Therefore I am
an important information platform in our organization.
The current challenge in our business is coming from the CE market with the smart phones and
tablets. The right positioning of our multimedia solutions in that context is existential.
One main USP here is for example the aspect of driver distraction. We can provide an added value
with our multimedia solutions by ensuring the save and secure usage of CE devices in the car.