Leadership & Operations
- leadership of up to 265 employees
- shift, site and multi-site responsibility
- 24/7 airport and air-cargo environment
- operational escalation and performance pressure
Michael Rudi Wagner
Taking operational ownership when processes, systems and teams need to realign.
Long-standing leadership experience in warehouse operations, contract logistics, multi-site structures and regulated environments—with a clear focus on execution.
Operating profile
Not a chronological résumé, but a clear picture of operational responsibility.
For a client, the relevant question is whether complex operations can be understood quickly, led through pressure and transferred into a reliable structure.
My background covers warehouse and forwarding practice, shift and site leadership, multi-site responsibility, customer and service-provider management, change, WMS interfaces and regulated operations.
Areas of responsibility
Connecting management requirements with actual execution.
Control & Systems
- KPI, SLA and cost control
- WMS and process interfaces
- UAT, go-live and hypercare
- management, customer and shopfloor communication
Standards & Readiness
- audits, QHSE and compliance
- GDP, HACCP and aviation security
- Lean, Kaizen, 5S and shopfloor management
- onboarding and qualification matrices
Wheelwright / Wagner
A historic image for a very current task.
When operational wheels stop running true, processes, systems, performance data and teams are realigned so execution becomes stable, measurable and sustainable.
The metaphor does not replace a method. It describes the approach: inspect precisely, separate cause and effect, understand the load, realign the system and hand it over in a form that works in daily operations.
International teams
Bring different language levels and working styles into one shared operating structure.
I often identify patterns and connections early, consider alternative routes and can bring different communication and working styles into a shared structure—especially in internationally composed teams.
Clear expectations, understandable routines and a practical feedback channel make operational obstacles visible without creating unnecessary friction.
Collaboration
Direct, transparent and close to process reality.
- clear identification of risks and contradictions
- no false certainty through unverified metrics
- involvement of the people who execute the process
- concrete next steps rather than abstract recommendations
- handover into a self-sustaining control structure
Contact
Does this operating profile fit your situation?
A concise situation picture is enough for an initial assessment of need, urgency and possible format.