Fabrizio Kunz

Experience

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  Stiftung KOSTA

  Jan 2009 - Mar 2010

  Managing Director
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  The Biomechanics Laboratory, Balgrist University Hospital

  Oct 2009 - Feb 2010

  Research Assistant
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  Procter & Gamble

  Jun 2010 - Dec 2013

  Context: I was responsible for the packaging & raw material planning supply chain operations of a hair color manufacturing plant as part of P&G’s Wella business. P&G had announced the centralization of the supply chain function in Warsaw, Poland, meaning that the existing supply chain team at the plant was set to be transitioned out. This presented a major challenge—ensuring high operational performance and supply continuity, despite the fact that employees knew they would eventually lose their jobs.Responsibilities: -Led a team of 6 Raw & Packaging Material Planning: Managed the planning and availability of raw materials and packaging components to ensure smooth manufacturing operations at the plant. -Managed the Plant-Level Disposal Budget: Oversaw the disposal cost budget, coordinating cost-reduction projects and initiatives across the plant to minimize waste and improve efficiency. -Led Key Initiatives to Reduce Inventory: Implemented inventory reduction initiatives with distributors in Saudi Arabia to optimize stock levels. Led a value stream mapping initiative with a packaging supplier to reduce inventory across the end-to-end supply chain. -Onboarded & Coached Transitioning Teams: Led the onboarding and coaching of new supply chain colleagues in Warsaw, ensuring a smooth transition of responsibilities as part of the centralization. Trained and coached temporary hires brought in to support the plant during the transition.Results: -Achieved a 12% Reduction in Raw & Packaging Material Inventory. -Improved Forecast Accuracy for the Disposal Budget to Within 5%. -Maintained High On-Service Performance Throughout the Transition (Above 98%). -Successfully Transitioned the Supply Chain Function to Warsaw. Show less Context: I worked as a Project Manager in the Engineering department at Procter & Gamble in a manufacturing plant that had high ambitions both in terms of cost savings and its new manufacturing transformation journey under IWS (Integrated Work Systems), P&G’s lean manufacturing approach.When I joined, the plant had just begun hiring non-German speakers and international employees, marking a cultural shift. This transition required adjustments in communication, team dynamics, and integration to align diverse backgrounds with the plant’s operational goals.Responsibilities: -Warehouse Automation Project: Led the initiative to replace forklift operators with an automated warehouse system, improving efficiency in moving packaging, raw materials, and finished products between the warehouse and manufacturing halls. -Production Line Automation for a New Product Launch: Managed the introduction of robotics automation on a new production line, replacing five manual operators and streamlining a key end-of-line process. Implemented case-packers and a pallet stretch-wrapper to further automate packing operations, ensuring efficient handling of the new product. -Electrical Safety Upgrade for a Key Production Line: Oversaw the electrical safety upgrade of one of the plant’s critical production lines, ensuring the project was completed within an extremely tight schedule while maintaining operational continuity. -Coaching a Production Line as Part of the Lean Manufacturing Journey: Supported the transformation by coaching one of the production lines, helping operators improve their technical skills and problem-solving capabilities to enhance manufacturing performance. Results: Show less

  • Supply Chain Manager

    Oct 2012 - Dec 2013

  • Project Manager

    Jun 2010 - Sept 2012
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  Galderma

  Feb 2014 - Oct 2016

  Context: As a Project Manager at Galderma, I was responsible for implementing a global solution for the approval of packaging artworks. Historically, the approval process was conducted via emails, making it tedious, time-consuming, and prone to compliance risks. Tracking the latest approved version was challenging, leading to inefficiencies and potential regulatory issues.To address this, the company decided to implement a centralized solution that would allow affiliates and global functions—including Medical, Regulatory, Legal, Marketing, manufacturing plants, Supply Chain, and QA—to collaborate efficiently on the approval of packaging artworks.Responsibilities: -Gathered Requirements Across Key Affiliates and Global Teams: Engaged with regulatory, marketing, manufacturing, supply chain, and QA teams to define business needs for the new packaging artwork approval system. -Led the RFP Process for Vendor Selection: Managed the vendor evaluation and selection process, ensuring the chosen solution met compliance, usability, and business requirements. -Led the Implementation and Configuration of Zinc MAPS: Oversaw the deployment and system configuration to ensure a smooth transition from manual email-based approvals to an automated solution. -Created Validation Deliverables for GxP Compliance: Developed documentation to ensure the system met GxP regulatory requirements and adhered to compliance standards. -Developed Change Management and Training Materials: Created training materials and onboarding programs to support global users in adopting the new system and its processes.Results: -Implemented a Global Solution for Reviewing and Approving Packaging Artworks, Promotional, and Non-Promotional Materials: The solution significantly reduced workload and created major process efficiencies across affiliates and global functions. -Delivered a Fully GxP-Compliant and Validated System. Show less Context: I joined a newly acquired manufacturing site at Galderma, transitioning from a small Swiss manufacturing company into a larger corporate structure. This integration brought significant cultural shifts, including moving from Swiss German to English as the primary business language and adapting to a corporation driven by financial targets and global standardization.The acquisition also required integration into Galderma’s ERP systems, with the site being just two months away from the go-live of a new ERP implementation when I joined. Additionally, there was a strategic push to expand product distribution beyond Switzerland and Germany, launching key products in global markets.Responsibilities: -Led a Supply Chain Team of 12: Managed a team responsible for four core areas of supply chain operations: Production & Material Planning; Product Launch & Lifecycle Management; and Packaging Artwork creation. -Supported ERP System Integration: Facilitated the transition to Galderma’s ERP system, ensuring seamless integration of supply chain processes. -Served as Interim Head of Supply Chain (5 Months): Led a larger team of 20 people during the interim leadership period.Defined the fiscal 2016 budget, ensuring financial alignment with corporate targets.Results: -Achieved On-Service Performance Above 98%. -Launched Over 200 New SKUs Globally, representing a 50% increase compared to previous years, supporting Galderma’s expansion strategy. -Led the smooth go-live of the new ERP system, ensuring full integration of the manufacturing site into Galderma’s corporate ERP infrastructure. -Facilitated a Successful Cultural Transition: Helped the local team adapt to the global corporate environment, ensuring they could operate effectively within a structured, multinational organization. Show less

  • Project Manager

    Nov 2015 - Oct 2016

  • Supply Chain Manager

    Feb 2014 - Oct 2015
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  Gap Year

  Nov 2016 - Aug 2019

  Multi-year travel

  Travel, work and social engagement as a volunteer in 13 different countries, including Peru, Chile, South Korea, Nepal and India.

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  Galderma

  Sept 2019 - Jun 2021

  Product Owner

  Context: As a Product Owner and Project Manager at Galderma, I led the replacement of Zinc MAPS, a workflow system used for promotional, non-promotional materials, and packaging artworks approval, which was reaching end of life. The decision-making process involved evaluating whether to implement: a one-to-one MLR workflow replacement; an integrated DAM + MLR solution or 2 separate solutions for DAM and workflow. To determine the best approach, we conducted a RFP with 12 vendors and ultimately selected Vault PromoMats (Veeva) as the new system.Responsibilities: -Running the RFP Process & Vendor Selection: Gathered requirements across regulatory, medical, IT, QA, Supply Chain, Manufacturing, Legal, and Marketing teams to ensure alignment. -Project Management & System Implementation: Defined the system architecture and oversaw technical integrations with Veeva CRM and the 2253 automatic submission solution. -Validation & Compliance Strategy: Worked with an external validation partner to create the GxP validation deliverables. -Training & Change Management: Created training materials and conducted sessions to onboard users. -Process Documentation & Standardization: Authored the Global Standard Operating Procedure (SOP) for the new system. -Post-Go-Live Continuous Improvement: Ensured timely implementation of system improvements after launch (i.e. Brand Portals capability).Results: -Implemented a Global, Fully Compliant Solution – Successfully replaced Zinc MAPS with a new system that met regulatory and compliance requirements across all regions on time and on-budget. -Achieved Full Automation of the 2253 Submission Process – Eliminated manual steps, ensuring a streamlined and efficient regulatory submission process in the U.S. -Seamlessly Integrated Veeva CRM with Vault PromoMats – Enabled smooth content distribution, compliance tracking, and improved efficiency in managing digital assets and workflows.Reference: Roberto Lichtenstein Show less

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  Novartis

  Sept 2021 - Apr 2024

  Product Owner

  Context: As a Product Owner at Novartis, I was responsible for key MarTech (Marketing Technology) products that supported content creation, management, and distribution. While our team was based in the U.S., our products served both U.S. and international teams, meaning I had to ensure global alignment across commercial and medical teams.The organization was in the early stages of adopting a product operating model, and this transition introduced challenges in role clarity and collaboration, particularly with Marketing Operations, which historically owned many of these tools and processes.Responsibilities: -My primary focus was to oversee the RFP (Request for Proposal) process to select a vendor for content authoring technology.-The second key area I was responsible for was Taxonomy and Metadata, which involved: aligning MarTech technologies to ensure consistent taxonomy across different content platforms. Developing and proposing a standardized framework that could be implemented across the organization.-Defined the strategy and managed the backlog for a large-scale Digital Asset Management (DAM) platform overhaul (Aprimo), translating business needs into epics and user stories, collaborating with cross-functional teams.Results:-Selected a best-in-class content authoring vendor (Anthill).-Shifted from an MLR-Centric to a Content-Centric Approach. I had to convince stakeholders that content’s journey starts much earlier (in planning) and extends beyond MLR approval to distribution and engagement with HCPs and patients. -Overcome Resistance from Marketing Operations: The Product Operating Model was new to the organization, and the MarTech team had to collaborate closely with Marketing Operations. Marketing Ops historically controlled technology decisions, leading to resistance as they had to let go of certain responsibilities in favor of the product-led approach.Reference: Lisa Insley Show less

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  Novindustra AG

  Jun 2024 - Nov 2024

  Head of Operations

  Context: I joined Novindustra at the invitation of my former manager, Ramzi Mrad, to drive operational efficiency. Unaware of the company's financial struggles, I embraced the challenge of restructuring processes and enhancing collaboration. Despite our efforts, the company ultimately went bankrupt.As Head of Operations at Novindustra, I was tasked to streamline internal processes, with an initial focus on improving cross-departmental collaboration. The organization faced significant communication breakdowns, leading to blame-shifting, a lack of accountability, and frequent delays in project delivery. Budget overruns were also a persistent issue. My primary goal was to establish more efficient ways of working, enhance transparency, and drive projects to be delivered on time and within budget.Responsibilities: -Bridged Gaps Between Departments: Addressed long-standing misalignment between mechanical, electrical, and software engineering, shopfloor teams, fostering better collaboration and accountability. -Process Optimization: Standardized internal project workflows to reduce bottlenecks and improve cross-functional coordination.Strategic Oversight: Played a key role in defining operational strategies, resource allocation, and streamlining execution. -Project Delivery & Budget Management: Ensured projects were completed on time and within budget, tackling inefficiencies in existing workflows. -Oversaw shopfloor operations, leading a team of 5 technicians.Results:-Improved Collaboration: Teams that previously worked in silos and blamed each other began to collaborate more effectively.-Cultural Shift Towards Accountability: Employees became more open to discussing risks early, reducing last-minute issues.-More Efficient Project Delivery: Project timelines improved as teams communicated better and worked together rather than against each other.Reference: Ramzi Mrad Show less