Peter Nagy

Executive Value Proposition

When several parts of the organization must change at once.

Turning strategy into measurable results becomes particularly challenging in a changing environment, where multiple functions, organizational levels and locations need to move in the same direction.

Core strength: turning global corporate strategy into operational reality — aligning people, functions and regions around clear priorities, creating ownership and the culture needed for change, translating top-management direction into executable actions at every level, and driving them through to measurable results.

Experience spans the end-to-end product and manufacturing lifecycle — from product development and NPI through engineering and industrialization to factory expansion, automation, manufacturing and day-to-day operations, global transfers and transformation.

Executive Impact

What problems can be solved — and what has changed as a result.

Selected evidence across product development, manufacturing transformation, transfers, capacity, cost, engineering leadership and global operating models.

~3 → ~1 yr

NPD lead time, Stage 0 to Stage 5

3×

Manufacturing capacity in ~18 months

Factory closures & relocations

~60

SKUs in global manufacturing transfers

~40%

Manufacturing cost reduction

$500M+

CAPEX / transformation exposure

New factory built / industrialized

20+ yrs

Industrial leadership

Manufacturing Transformation & Transfers

Restructure, relocate and transfer — without losing business continuity.

Led international manufacturing transfers across North America, Europe and Asia, including ~60 SKUs, factory closures and relocations. The focus: transfer capability and knowledge, align functions and cultures, stabilize execution and protect the customer while the footprint changes.

Change Management

Turn top-management direction into ownership at every level.

Led change across functions, factories, regions and cultures — moving locally driven operations toward globally coordinated manufacturing and engineering models while maintaining day-to-day operational stability.

NPD & NPI Transformation

Move from siloed development to market-driven execution.

Transformed an internally focused, engineering-driven development approach into a cross-functional, market- and customer-driven NPD model while reducing product development lead time from ~3 years to ~1 year.

Factory & Capacity Expansion

Build and scale manufacturing capability fast.

Led factory expansion, manufacturing-line development, industrialization and ramp-up programs, including tripling production capacity in approximately 18 months and building / industrializing a new factory capability.

Cost, Automation & Standardization

Reduce cost and complexity while improving scalability.

Led and contributed to multiple manufacturing cost-reduction initiatives, with the most successful delivering approximately 40% reduction, alongside automation, robotics, platform strategy and product/component standardization to improve scalability and execution.

Engineering Leadership

Lead complex technical and cross-functional organizations.

Leadership experience extends well beyond Engineering & NPD: led an approximately 66-person Engineering & NPD organization with 12 direct reports, while also leading larger cross-functional project and transformation teams across manufacturing investments, factory expansion, international transfers and restructuring programs affecting significantly broader organizations.

Core Leadership Expertise

Built for complex industrial change.

Primary Differentiator

Manufacturing Transformation & Transfers

Factory build · capacity expansion · manufacturing transfers · footprint restructuring · factory closure · relocation · industrialization · outsourcing · business continuity.

Leadership System

Change Management

Strategy deployment · organizational alignment · ownership · culture · cross-functional execution · cross-cultural leadership · operational governance.

Global OperationsEngineering LeadershipNPD & NPIOperational ExcellenceIndustrializationFactory & Capacity ExpansionAutomation & RoboticsPlatform StrategyCAPEXDay-to-Day Operations

Leadership Philosophy

“I believe both successful transformation and effective day-to-day operations are ultimately about people. Processes and structures can change quickly; creating ownership and changing how organizations work together is harder.”

Change has been led across functions, factories and cultures while protecting business continuity — with people, communication, accountability and culture treated as operating requirements, not soft add-ons.

Executive Insights

Experience turned into principles that can be reused.

A growing knowledge base on transformation, transfers, product development, operations and leadership — documenting lessons learned and the thinking behind executive decisions.

Manufacturing Transformation & Transfers

Moving Production Is the Easy Part

Why successful transfers depend on people, culture, knowledge, governance and business continuity — not just equipment and drawings.

Read insight →

NPD / NPI

Product Development Dilemma

Time-to-market, DFM, ownership, manufacturing involvement, aftermarket — and why product development does not end with launch.

Read insight →

Explore all insights →Latest LinkedIn posts ↗

Profile & Experience

Global Operations, Manufacturing & Engineering Leader

20+ years of industrial leadership across Europe, North America and Asia, spanning manufacturing transformation and transfers, change management, Engineering, NPD/NPI, industrialization, operational excellence and global operations.

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2022 — PRESENT

Global Senior Manager — Global Operations, Manufacturing & Engineering

Wahl Clipper Corporation · Global scope: USA, China, Vietnam, Germany, Hungary. Global transformation, manufacturing footprint restructuring, transfers, outsourcing, operating-system standardization and business continuity across regions.

2018 — 2022

NPD/NPI & Engineering Manager — EMEA

Wahl Clipper Corporation. Led ~66-person Engineering & NPD organization with 12 direct reports. Market-driven NPD transformation, ~3-to-~1-year lead-time improvement, platform strategy, standardization, industrialization and automation.

2015 — 2017

Head of Development

ThalesNano Inc. Multidisciplinary product-development leadership from market/user needs through engineering, NPI and industrialization.

2005 — 2014

Engineering & Manufacturing Project Manager

GE Water & Process Technologies / ZENON. Product development, industrialization, major CAPEX, factory and capacity expansion, manufacturing transfers and automation.