• Member of the Management Board and the Budget Advisory Committee, as well as a regular participant to the Executive Project Board of a €20bn mega-Program    [21]
• Involvement in highly complex Programs, such as Hermes Spaceplane, Airbus A320, A330/340, A380, A350, A400M, ITER, in different roles and during different lifecycle phases, covering ‘Make’ and ‘Buy’ work scopes   [09] [13] [14] [15] [16] [17] [21]
• Responsible for the setup, implementation and leadership of an entirely new department to enhance the company’s Project and Program Management capabilities  [17]
• Major contributions to the development of the Business Case for a mega-project  [13] 
• Responsible for significant improvements on controlling methods, processes, tools for individual Programs, inc. for their business cases and performance baselines  [19] [21]
• Responsible for the setup of the Program Management Plan for a mega-Program  [21]
• Responsible for, or at least contributed to, the setup and maintenance of a Program’s master plan and detailed schedules (resource-loaded or not)   [08] [09] [13] [14] [15] [16] [17] [21]
• Responsible for the setup of Program business cases / baselines, and for the  monitoring and controlling of the status of the former against the latter  [19] [21]
• Responsible for maintenance of Workforce Planning and Costs in the Program’s Performance Baseline of a mega-Program   [21]
• Responsible for a Program’s Cost Control  [19] [21]
• Leading strategic capital investment Projects for plant efficiency improvements in support of Programs  [16] [15]
• Large experience with business development and business improvement Projects aiming for cost reduction / cost avoidance in support of Programs   [10] [11] [12] [13] [14] [15] [16] [18] [19] [21]
• Responsible for the efficient supply management of Project Management and Project Control resources (internal staff or contractors) on a per demand basis to Projects, thereby generating cost savings.  [17] [21]
• Responsible for continuous improvement of execution capabilities of Project Managers and other members of Development Teams in charge of ca. 500 Programs, demonstrated via periodic measurement of globally accepted KPIs   [19]
• Many years of experience with budgeting cycles (i.e. budget requests, challenge rounds, budget execution, execution savings)  [14] [15] [16] [17] [18] [19] [21]
• Contributions to the management of Value Propositions [22]
• Responsible for Value Engineering based Target Costing for commercial aircraft program [22]

                 ITER: International Thermonuclear Experimental Reactor

                 The numbers in brackets refer to positions as stated in the CV of Hans-H. Altfeld; it can be downloaded from this site under 'About me'