Program Manager · Regulated Environments
Method built where a product failure is an accident and regulation allows no shortcuts. Transferable to medtech, pharma and aerospace.
I lead complex programs from RFQ to SOP where timing, compliance, quality and industrial reality must converge.
Redondela, Galicia · Spain
Senior Program Manager. Two decades leading product programs from RFQ to SOP in automotive passive safety — one of the world's most demanding industrial environments, where a product failure means an accident and regulation allows no shortcuts. Before managing programs, I developed the product from the inside: I hold a registered patent in passive safety (EP 1 980 454 B1 · 2007). That also calibrates judgment.
I coordinate engineering, quality, logistics and finance — across teams in multiple countries — to deliver complex products from RFQ to SOP. On time. On budget.
That training calibrates judgment permanently: technical decisions defensible to the customer, sharp instinct for what can go wrong, and reflexes to spot risk before it escalates. I am now exploring how to bring that method to sectors with a comparable regulatory profile — medtech, pharma, aerospace. The program management fundamentals carry over; the sector-specific regulatory frame is learned in the first few months, as I once learned moving from design to program management.
From concept to customer. No silos.
Trained where a product failure means an accident. That calibrates risk permanently.
I build commitment across engineering, quality, purchasing and customer under regulatory pressure. Clarity aligns more than hierarchy.
APQP, PPAP, DFMEA. Industry-agnostic. Works wherever regulation and complexity meet.
Leading the development and industrialization of airbag systems for JLR/L460, FORD/V710, Renault and Polestar. Simultaneous management of multiple projects with teams distributed across Portugal, China, Spain, Poland, France, United Kingdom and Germany. Primary customer interface for timing, engineering changes, quality and cost.
Product development of steering wheels and driver airbag modules for major OEMs. Design, validation and series production launch using CAD/CAE, DFMEA and APQP methodologies.
Internship for the Master's in Production Organization and Engineering (UPC), carried out in parallel with the engineering position at ThyssenKrupp Drauz. Implementation of PULLSYSTEM (KANBAN) methodology in a plastic injection plant, applying Just-in-Time principles with documented efficiency improvement on the pilot line.
CAD engineering on SEAT projects. Development and improvement of vehicle components under OEM quality standards.
CAD design and component adaptation for global OEMs. First experience coordinating multidisciplinary technical teams in international environments — Spain and China.
No industrial secrets here. Just the kind of situations that define whether a PM has real judgment or only manages spreadsheets.
Critical component change to cut cost. Purchasing in favor. Tight SOP. Real safety risk on the table.
I translated technical risk into business language: homologation, liability, recall cost. The customer decided with eyes wide open.
The customer dropped the change and prioritized safety. The savings came later through a different route: component redesign without touching the risk profile. No subsequent recall. No warranty claims.
Sole-source supplier. Fixed SOP. Renegotiating means contractual cost and reputational damage with the OEM.
Root cause and supply contingency in parallel from hour zero. Within 72h, an alternative plan and proactive communication to the customer.
SOP launched on time. Contingency cost was a fraction of a subsequent recall — and far below the reputational impact with the OEM had the program slipped.
Engineering in Spain. Production in Romania. Quality in Poland. Sales in Germany. Program 2021–2023. No formal authority over any of them.
I built commitments, not tasks. Clear RACI, working cadence, the impact of every local delay made visible to the global program.
SOP on time, no incidents. ~400 k€ development budget closed with ~20% final savings vs. baseline. Zero escalations to leadership to unblock cross-country issues.
Building a program where regulation, quality and timing must converge? If you think my profile fits — or just want to exchange views — let's talk.
Let's talkZero failure tolerance, full traceability, rigorous validation, regulatory audits. The architecture of demand is comparable across sectors; the specific regulatory frame is not.
Where my profile fits best by structure is medtech: design control, risk management and validation have a logic analogous to the passive safety discipline I have internalized. Pharma, aerospace and high-reliability industries share a similar demand profile. Program discipline carries over; the specific regulatory vocabulary of each sector is what comes next.
Download full CVThe architecture echoes that of passive safety: design control shares the philosophy of APQP, ISO 14971 follows risk management logic analogous to DFMEA, and device validation has a structure parallel to that of an airbag module. Documentation, change traceability and gate discipline are recognizable territory.
The balance between compliance and industrialization speed is the kind of tension I have been managing for two decades. The medtech-specific regulatory frame — MDR, device classes, post-market surveillance — I will learn on the ground.
Industrialization and scale-up under GMP. Traceability, deviation management and validation lifecycles share structure with passive safety programs. The GxP-specific frame — CSV, IQ/OQ/PQ, data integrity — I will learn on the ground.
Supply chain with AS9100 requirements and First Article Inspection (FAI). Comparable documentation rigor, similar failure tolerances. The specific frames — Part 21, DO-178C/254 — are learned through sector exposure.
Power electronics, defense, energy, rail. Where variability is real risk and audits are part of daily operations.
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I usually respond within 24 hours on business days. No agenda, no pressure — discretion assumed.