Karl Suni Vatnhamar

Lead reliability excellence and operational excellence engagements for major industrial clients across discrete and process manufacturing. Oversee multiple workstreams in manufacturing settings, installing metrics, LEAN tools, and M&R frameworks that deliver measurable and sustained results. Work side by side with client organizations from assessment through implementation to ensure performance improvements are embedded in daily operations.

• ● Delivered $5M–10M in documented cost savings through implementation of large-scale RCM strategies, PMO optimization, condition-based maintenance programs, and operator rounds aligned with industrial best practices. Key client engagements include:

• ● TotalEnergies (operational excellence and reliability programs in oil & gas refining and chemicals)

• ● (reliability and maintenance transformation)

• ● Baystar (operational excellence implementation in petrochemicals manufacturing)

• ● Materion (reliability and maintenance strategy for advanced materials manufacturing)

• ● GOJO Industries (operational transformation at injection moulding facility with 50+ machines and clean room production)

• ● Vestforbraending, Denmark (comprehensive M&R transformation at Denmark's largest waste-to-energy plant — PMO, RCM, Operator Rounds, DMS, Operator Training Program, Turnaround Planning, and Operator Maintenance)

• ● Haldor Topsoe, (catalyst). USA (Ethanol) and Haldor Topsoe Chemical Denmark (Catalyst)

Directed all aspects of manufacturing-related operations at two sites, consisting of Emirates Techno Pack / Kangaroo Plastic within Dubai, along with 250 blue-collar and 20 white-collar multinational employees. Devised and executed sales, marketing, and manufacturing strategies for the achievement of business shared objectives and fulfillment of global customer requirements, whilst serving as a core part of the executive team. Ensured consistent growth in business by delivering timely capital investment opportunities. Controlled the overall company's budget and expenditure to reduce unnecessary expenses, including Capex / Opex.

Reviewed staff performance monthly and shared results with the board to take strategic actions. Ensured and followed stringent adherence to safety standards/guidelines by delivering effective site safety leadership guidance. Employed TPM / Lean manufacturing, such as Key Performance Indicator structure, 5S, SMED, AM/PM, and accountability meetings. Applied project management structure for new product development / technical projects.

• ● Built a multi-cultural organization for the accomplishment of a common performance culture.

• ● Reduced working capital by 25% through the development and implementation of a new procurement strategy.

• ● Reduced headcount by 20%, saved 25% in operational costs, and decreased changeover time by 40%.

• ● Delivered on-time commissioning of nine-layer extruder, HD Flexo printing press, and two high-speed packaging machines.

• ● Achieved BRC and ISO 14001 certification across both facilities.

Led cross-functional project team of up-to 15 employees through proper planning and collaboration with stakeholders. Integrated two new acquisitions across the UK and Spain, aimed at securing and stabilizing daily business operations.

• ● Developed and implemented a three-year business plan for sites, resulting in all plans being approved by the board within three months.

• ● Reduced conversion cost by 40% through development of effective roadmap; deployed group ERP system (Movex).