Project Manager with eight years of multi-industry manufacturing leadership across automotive, aerospace, and electronics environments. I deliver phase-gate launches, govern engineering change, defend capital business cases, and convert engineering complexity into measurable business outcomes.
I run programs the way a conductor runs an orchestra — every section in time, every soloist heard, the score followed where it serves, departed from where it doesn't.
My work spans multi-site, high-value product launches across automotive supplier environments serving major OEMs. I lead through phase-gate execution, APQP/PPAP governance, RAID-based risk control, and structured stakeholder communication — backed by ASQ-certified quality engineering rigor and hands-on operational excellence practice under Hoshin Kanri, Lean, and Six Sigma disciplines. The work is technical. The outcome is commercial. The discipline that bridges the two is project management.
APQP from Product Design Freeze through Start of Production. PPAP submission ownership, gate readiness reviews, stakeholder alignment, and disciplined milestone control.
Structured RAID logs, ECN/ECR coordination, contingency planning, executive escalation routines. Risk owned, tracked, retired — not just listed.
ROI, payback, cash-flow, and CAPEX business cases for tooling and equipment investments. Approval-grade analysis, supplier-led development, FAT/SAT through tool buy-off.
Hoshin Kanri strategy deployment, Lean transformation, Six Sigma rigor. Applied VSM, SMED, 5S, Poka-Yoke, and structured A3 / 8D problem solving in manufacturing and launch environments.
Front-end stamping and materials-flow improvement across a multi-press production environment, covering FLD / forming-simulation review, APQP stamping readiness, PFEP, packaging design, point-of-use flow, supermarket sizing, milk-runs, Kanban min-max logic, and tugger / forklift capacity modelling.
Manufacturing engineering support for EV battery cooling systems, including APQP / PPAP coordination, PFMEA sessions, Control Plan / PFD / WI updates, equipment safety review, calibration, AviX work breakdowns, robotic-cell capacity improvement, and run-at-rate support for product transfer.
Operational excellence and manufacturing specialist work across aerospace cabin-interior production: manufacturing-method selection, production-tool improvement, serial-life change management, layout changes, operational-maturity actions, standard work, line pacing, prototype build support, and supplier / engineering troubleshooting.
NPD ownership for me is not a sequence of meetings — it is a continuous discipline that begins with investment validation and CAPEX approval, integrates tool lifecycle and amortization planning, and runs in parallel with change management costing across every gate.
Each phase has named deliverables, named owners, and measurable readiness criteria. The framework — at right — is one I have applied across automotive supplier, aerospace cabin-interior, and EV powertrain programs over the past eight years.
Role mapping reflects launch program management accountability: driving timing, cross-functional readiness, escalation, and gate discipline while technical ownership remains with Engineering, Quality, Manufacturing, Metrology, Supplier Quality, and Operations as applicable.
| Phase | Deliverable | PM Role |
|---|---|---|
| Planning | PPAP Plan | Lead |
| Product Design & Development | Authorized Engineering Change Documents | Track |
| Bill of Materials | Coordinate | |
| Design FMEA | Support | |
| Process Design & Development | Process Flow Diagram | Review |
| Process FMEA | Review | |
| Control Plan | Review | |
| Customer Owned Tools | Lead | |
| Special Processes — Coating | Track | |
| Product Validation | Dimensional Test | Track |
| PPAP Samples | Lead | |
| PPAP Master Sample | Track | |
| Production Process Validation | Measurement System Analysis | Track |
| Process Capability Studies | Track | |
| Part Submission Warrant | Support | |
| Capacity Analysis | Lead |
EVM. Earned Value flatlined during a Q1–Q3 hold; the post-hold restart re-accelerated EV against a controlled actual-cost trajectory, with Actual Cost approaching ~690k by the eighth month.
SPI / CPI. Schedule Performance Index dipped during the hold and recovered post-restart; Cost Performance Index stabilized and improved — better cost efficiency relative to earned progress.
RAID. The hold drove RAID backlog aging; post-restart closure throughput accelerated and open items burned down month-over-month — visible in the RAID aging proxy at right.
Idea Management. Plant-wide program integrating motivation and appreciation into the corporate culture — transparent communication, recognition of contributors, success-sharing routines.
Over a four-year deployment cycle, the program delivered measurable improvements in employee participation, implementation rate, and direct cost savings — sustained through structured monitoring, management buy-in routines, and dedicated training tracks.
5S as a culture, not a checklist. The objective was never zone audits — it was developing a culture of 5S in thinking: quality at the source, process respect, and abnormality visibility. Bronze certification across all lines, BIC-level sustenance across three years.
Objectives. Problems triggered by the system. Escalated to the right hierarchy. Fixed in a structured way.
I trained shopfloor leaders, support functions, and QC personnel on the A3 methodology — coaching teams on approach selection, reviewing problem-solving efficiency through Leader Standard Work reports, and fostering rigor over reflex.
The discipline is the same whether the problem is a customer complaint, an internal nonconformance, a supplier defect, or a launch-readiness gap: describe → root-cause → solve → standardize. The tools change. The structure does not.
Jishuken workshops apply the same logic to capacity and capability — Gemba observation, job-element understanding, Yamazumi balancing, zone capacity and buffer management, trial kaizen, standard update. Measurable in KPI shift, sustainable in standard work change.
I use Hoshin Kanri as a practical strategy-deployment method: turning broad business priorities into focused initiatives, measurable targets, assigned ownership, and a regular review rhythm.
Across manufacturing engineering, launch management, and operational excellence work, the value is the same — align teams around what matters, translate strategy into executable plans, and keep progress visible through clear KPIs, owners, risks, and countermeasures.
Strategic focus areas:
— Customer value and launch readiness
— Operational performance across Safety, Quality, Delivery, Cost, and People
— Process stability, standard work, and continuous improvement
— Cross-functional accountability through clear ownership and review cadence
— Capacity, resources, and execution risk management
— Strategic initiatives converted into measurable project outcomes
— Leadership engagement, team alignment, and sustainable change adoption
I had the pleasure of working with Nikhil on several projects, and he consistently demonstrated a level of organization and attention to detail that kept everything running smoothly, even under pressure. As a project manager, Nikhil has a strong ability to balance structure with flexibility, adapting quickly when priorities shift or unexpected challenges arise.
What really stands out is his communication style. Nikhil is equally effective speaking with operators on the ground, aligning with management on strategic goals, and engaging directly with customers. He has a natural ability to translate needs across these groups, ensuring everyone stays informed, aligned, and confident in the direction of the project.
Beyond his technical strengths, Nikhil brings a personable and steady presence to the team. He approaches challenges with a calm, solutions-focused mindset that helps keep morale high and projects moving forward. I would gladly work with Nikhil again and highly recommend him for any role that requires strong leadership, adaptability, and clear communication.
I had the pleasure of working with Nikhil in his capacity as a Project Manager, where he was responsible for overseeing automotive product launches for high-volume production programs. In this role, he consistently demonstrated strong organizational skills, a keen attention to detail, and effective communication across cross-functional teams.
Nikhil has a clear ability to manage complex projects with discipline and structure, ensuring that key milestones are met and that stakeholders remain well-informed throughout the process. His involvement in coordinating and executing automotive launches contributed to the successful transition of programs into production, often under demanding timelines.
He is a dependable and professional individual who brings clarity and consistency to his work, and I would confidently recommend him for roles requiring strong project management capability in a fast-paced environment.
I have known Nikhil since 2015. I found him to be highly motivated, creative, very enthusiastic and self-driven. He has been instrumental in the implementation of lean initiatives and programs in Continental Bangalore Plant. For example, he has taken the leadership role for the plant wide implementation of 5S Best-in-Class standard.
I see Nikhil as hardworking, collaborative and quite focused on his job on Lean Methodologies and business excellence. He is a talent powerhouse and I am confident he will grow to great heights in his career ahead.
I wish him all the very best for his PG studies and future endeavors.
Open to senior Project Management and Program Management roles across manufacturing, aerospace, regulated industries, and industrial-equipment sectors. Based in Kitchener, Ontario; commute radius 100 km; hybrid welcome; relocation considered for the right role.
