Matthew Kurtz

• Direct day‑to‑day operations for a multi‑disciplinary engineering organization, overseeing resource planning, financial performance, process governance, and cross‑functional coordination to ensure efficient delivery of automotive and industrial projects.

• Lead the Automotive Development function, guiding customer strategy, technical alignment, and program execution for major OEM and Tier 1 clients while shaping long‑term business development and engineering capability growth.

• Manage complex automotive programs from concept through launch, integrating mechanical engineering to deliver high‑quality, on‑time solutions aligned with customer requirements and industry standards.

• Strengthen operational performance by implementing structured project management disciplines, optimizing workflows, and establishing metrics that improve schedule adherence, risk visibility, and cross‑departmental communication.

• Serve as the primary customer interface for automotive initiatives, negotiating scope, resolving technical issues, and ensuring alignment between engineering, operations, supply chain, and executive leadership to support successful program outcomes.

Reason for leaving: 2026-2028 Global travel expectations are not feasible for me to undertake.

• Responsible for creation and development of the new PMO across the global supply chain organization.

• Spearheaded the development and implementation of a comprehensive project management framework, including new operational processes, standardized PM tools, and a multi-level communication plan for stakeholder reporting.

• Demonstrated ability to lead cross-functional collaboration, consistently delivering measurable results that meet all time, scope, and budgetary requirements.

• Integrate advanced project analytics and performance dashboards to improve visibility into schedule health, resource utilization, and risk exposure, enabling data‑driven decision‑making across global supply chain programs.

• Establish governance mechanisms and stage‑gate controls that standardize project initiation, execution, and closure, ensuring consistent quality, compliance, and traceability across all enterprise‑level initiatives.

Reason for leaving: Egregious behavior by the reporting Director, creating ethical conflicts.

• Led enterprise-level project governance improvements by collaborating with Quality Control Systems and Training teams to develop and implement Corporate RASCI models, Project Charters, and PMP Gate/Phase disciplines, strengthening organizational project execution standards.

• Elevated project management capability across the organization through mentorship in PMP/Agile methodologies, Microsoft Project training, and direct coaching of struggling Project Managers, resulting in more predictable schedules, improved stakeholder alignment, and stronger delivery performance.

• Influenced strategic decision-making by providing SAP process expertise to the DMW SAP Steering Committee, delivering executive-level recommendations on PMP and Six Sigma improvements, and preparing financial, budget, material, and timing reports that enhanced transparency for leadership.

• Drove operational efficiency and cross‑departmental alignment by conducting GEMBA walks, identifying 5S opportunities, reducing task duplication, and supporting facility, supply chain, and project management process improvements that created a more balanced and productive work environment.

• Managed complex Automotive and Non‑Automotive programs end‑to‑end—from concept through launch—while overseeing on‑site labor, installation resources, and customer transitions (including Tesla), ensuring safe execution, strong stakeholder communication, and successful project outcomes.

Reason for leaving: Layoff and corporate restructuring of the US market.

• Directed a 24‑member global project team across three international markets to launch a web‑based SOA (Selling on Amazon) platform, ensuring alignment with complex financial, legal, and compliance requirements across regions.

• Served as interim Technical Product Manager for Amazon’s KYC organization, overseeing domains including Seller Identification & Verification, Abuse Prevention, Suspicious Activity Monitoring, Denied Party Screening, Politically Exposed Persons, Bank Account Verification, and Screening & Enforcement to strengthen global risk and compliance posture.

• Established and optimized cross‑functional operating mechanisms by defining escalation paths, aligning stakeholder groups, and delivering structured business reporting cadences that improved transparency and decision‑making across leadership levels.

• Implemented Agile and PMP methodologies to drive program strategy, build multi‑year roadmaps, structure workstreams and milestones, and secure cross‑functional buy‑in from leaders across Europe, BRIC, and Asian markets.

• Enabled seamless global collaboration by leveraging tools such as Wiki, Quip, Chime, Slack, BRD/MBRD, and Outlook to communicate requirements, track progress, and ensure consistent delivery across geographically dispersed teams.

Reason for leaving: Global restructuring of company reducing jobs and downsizing.

• Managed end‑to‑end customer and program responsibilities for Ford, Stellantis, and General Motors, directing PMP‑driven project gates, supporting Global NPI initiatives, and leading weekly internal and customer-facing program reviews (P708/H567, U55X, S650, 10‑Lot, Ford/GM reviews, and supplier touchpoints).
  
  • Strengthened team capability and performance by conducting Personal Development Plan evaluations and providing ongoing Personal & Professional Mentoring for five direct reports, ensuring skill growth, accountability, and alignment with organizational objectives.
  
  • Drove cross‑functional problem solving and quality improvement by partnering with Quality, Manufacturing, Supply Chain, and NPI teams to complete customer 8Ds, resolve open issues, and maintain alignment with Ford Global Specifications for gas and diesel catalytic filtration systems.
  
  • Led structured risk, issue, and program governance through expert use of KeyedIn for risk mitigation, timing updates, and issue closure, while developing the business matrix connecting NPI, Product Change Management, Tech Transfer, Customer Change, and Risk Management functions.
  
  • Implemented global operational frameworks by deploying the Global Manufacturing Matrix across Asia, the Americas, and Europe, ensuring consistent processes, improved communication, and stronger alignment between regional and global manufacturing strategies.

Reason for leaving: Layoff due to corporate restructuring and loss of global contract.

• Led, mentored, and developed a team of six direct reports within structured project management processes, strengthening capability, accountability, and delivery performance across complex OEM, Tier 1, and Tier 2 programs.
  
  • Coordinated cross‑functional resource planning and capacity management while building strong partnerships with leather finishing operations, regional quality teams, APQP, production, product development, commercial, finance, and global launch teams to ensure seamless program execution.
  
  • Managed OEM-facing program delivery for Eagle Ottawa’s Ford Motor Company leather programs, overseeing customer relationships, negotiating deliverable priorities and quantities, and directing conflict‑resolution strategies across cut‑and‑sew plants, seat assembly, and downstream manufacturing partners.
  
  • Drove quality and engineering alignment by coordinating 8D and 5‑Why recovery plans, processing ECNs/RFQs, analyzing CAD/math data for engineering submissions, and leading PPAP, tool tagging, tooling invoicing, and AAR activities to ensure compliant, approved leather die lots aligned with MCDCC standards.
  
  • Oversaw full program governance and operational readiness by managing SOW, timing, LPMP gates, open issues, material demand (APW/MPW), hide demand, EDI requirements, and rate/flow planning to support successful production turnover and sustained customer satisfaction.

Reason for leaving: Layoff due to corporate downsizing and closure of building.

• Managed three major OEM programs concurrently—Cummins ($6.8M), Detroit Diesel ($5.2M) and Ford (~$4.75M)—overseeing all project phases, scope changes, PO amendments, and customer communications while maintaining timing, budget, and risk visibility.
  
  • Directed multidisciplinary engineering teams across mechanical design, controls, PLC programming, pneumatics, electrical hardware, simulation, robot programming, system layout, and assembly to deliver complex automation systems for global OEMs and Tier 1 manufacturers.
  
  • Led the full lifecycle of Detroit Diesel’s laser etching and cleaning cell, managing scope development, system integration, and validation of a Fanuc M710iC robot, Trumpf laser, gravity conveyors, and demagnification station while ensuring FDA laser certification compliance and on‑time delivery.
  
  • Executed rigorous project governance by establishing budget plans, reporting actuals and forecasts, identifying risks early, conducting PMP/Agile‑based project reviews, coordinating internal and customer buy‑offs, performing TGR/TGW reviews, and driving closure of all buy‑off issues.
  
  • Oversaw installation readiness and on‑site execution by developing manpower plans, monitoring assembly progress through site visits, supporting installation management, and coordinating shipment of customer deliverables to ensure seamless production turnover.

Reason for leaving: Layoff due to new Corporate Investor implemented large staffing downsizing.

• Directed the full lifecycle of the FCA/Dodge Truck sub‑assembly program (~$25M) from initiation through close‑out, overseeing scope, timing, financials, and risk management while ensuring alignment with both FCA and Metalsa requirements.
  
  • Led multidisciplinary internal and subcontracted teams across mechanical design, manufacturing, and integration, managing SAP and MS Project schedules/budgets and coordinating offsite build, assembly, and robotic cell integration across two locations.
  
  • Oversaw the design and deployment of 40 robotic cells incorporating 72 Fanuc MIG‑welding robots, 77 welding fixtures, and multiple trunnion/rotate platforms, while conducting mechanical design reviews, simulation and cycle‑time validation, and plant‑layout footprint confirmation.
  
  • Strengthened cross‑functional execution and executive visibility by running weekly O.I.L., White Board, and executive management meetings, reporting progress across design, simulation, system layout, manufacturing, budget status, and recovery plans.
  
  • Ensured safe, compliant, and production‑ready system delivery by coordinating PPAP, tooling activities, safety/ergonomics compliance, customer quotations, and final project close‑out including documentation submission and TGR/TGW evaluations.

Reason for leaving: Layoff due to closure of Pontiac office and job relocation.

• Directed program and portfolio management activities within the Sales & Marketing division, overseeing multi‑million‑dollar manufacturing portfolios and ensuring alignment across global production, engineering, operations, logistics, sales, and pricing teams.
  
  • Improved delivery performance from 78% to 95% across Market Areas Americas by identifying production inefficiencies affecting 22% of Engineered Solutions Special Products orders and implementing an open‑order reporting strategy that strengthened delivery security and operational transparency.
  
  • Developed and deployed standardized Project Management workflows for national and global initiatives within Sandvik Coromant’s Engineered Tooling Department, establishing consistent processes, governance, and execution discipline across regions.
  
  • Implemented a Global Supply Chain open‑order reporting process for the Engineered Solutions Special Products organization, enabling clearer prioritization, improved communication, and stronger coordination between global production facilities and senior leadership.
  
  • Coordinated global resources and cross‑functional teams within a borderless matrix environment, ensuring accurate communication, aligning production schedules, and supporting senior management decision‑making across manufacturing, engineering, operations, and commercial functions.