Mohamed T Bennani, PMP

Relocated to EnerSys Global Headquarters under an L1A Executive Visa to join the CTO Office and operate within the Extended Executive Committee environment, supporting executive leadership across EMEA, Americas and APAC on enterprise strategy execution, transformation, governance and performance management. – Member of the Extended Executive Committee, supporting Executive Reviews, Business Decision Points and Steering Committees across a global portfolio exceeding 180 strategic initiatives. – Acted as strategic advisor to executive leadership on portfolio prioritization, resource allocation, transformation roadmaps and business performance. – Governed enterprise-wide portfolios spanning product development, industrialization, digital transformation, innovation and operational excellence. – Led post-M&A integration initiatives, harmonizing governance models, KPIs, reporting structures, decision-making processes and organizational frameworks across multiple regions. – Architected and deployed an enterprise Data Backbone integrating SAP, Salesforce, Windchill, Planisware and financial systems, establishing a single source of truth for executive decision-making. – Developed Decision Intelligence capabilities combining portfolio analytics, predictive indicators, executive dashboards and AI-enabled decision support. – Drove alignment between corporate strategy, portfolio execution and operational performance across EMEA, Americas and APAC. Key Achievements ✔ Rationalized approximately 25% of portfolio investments through enhanced governance and prioritization. ✔ Reduced executive reporting and arbitration preparation cycles by approximately 60%. ✔ Unified governance and performance management frameworks across three regions. ✔ Enabled real-time executive visibility supporting faster and more informed decision-making.

Led strategic lithium battery, energy storage and industrial transformation programs across EMEA, Americas and APAC, bridging strategy, product development, industrialization and executive decision-making. – Directed global portfolios covering lithium batteries, BESS, smart chargers and connected energy solutions with CAPEX up to $50M. – Led cross-functional teams across Engineering, Manufacturing, Supply Chain, Operations, Quality and Product Management from concept through industrialization. – Established Stage-Gate governance, Business Decision Points (BDP) and Executive Reviews to strengthen portfolio visibility, risk management and investment prioritization. – Led global industrialization programs, production ramp-ups, Manufacturing Readiness Reviews and technology transfers supporting strategic growth initiatives. – Harmonized KPIs, governance standards and reporting processes across EMEA, Americas and APAC, enabling consistent portfolio management and executive visibility. – Initiated the Enterprise Data Backbone through the integration of SAP, Salesforce, Windchill and portfolio management systems, connecting engineering, operational, commercial and financial performance into a unified decision framework. – Developed executive portfolio analytics and reporting capabilities supporting resource allocation, portfolio arbitration and strategic reviews. Key Achievements ✔ Industrialized three strategic lithium platforms globally. ✔ Reduced time-to-market by ~20% through stronger Engineering, Manufacturing and Supply Chain integration. ✔ Established governance, data and reporting foundations later expanded globally within the CTO Office. ✔ Managed programs representing up to $50M CAPEX while supporting enterprise growth and transformation objectives.

Selected for and completed EnerSys global leadership program, designed for high-potential leaders, strengthening executive decision-making, cross-functional leadership, and governance across complex, international operations.

Led global New Product Introduction (NPI) and industrial transformation programs across EMEA, Americas and APAC, driving the development and industrialization of advanced lithium energy solutions while establishing the governance foundations required to scale a rapidly growing global portfolio. – Directed end-to-end NPI/NPD programs covering lithium battery systems, power electronics, smart chargers and connected energy solutions from concept through production launch. – Led cross-functional teams across Engineering, Manufacturing, Supply Chain, Procurement and Quality, aligning product strategy, technology readiness and business objectives. – Established Stage-Gate governance, Product Validation Reviews and Manufacturing Readiness Reviews, strengthening execution discipline, risk management and portfolio visibility. – Standardized KPIs, governance processes and reporting practices across global programs, improving consistency in decision-making and execution. – Supported product launches, manufacturing transfers and industrial ramp-ups across EMEA, Americas and APAC. – Contributed to the integration of engineering, operational and business performance data, laying the foundations for the Enterprise Data Backbone later expanded across the organization. Key Achievements ✔ Delivered multiple strategic lithium platforms on time and within specifications. ✔ Reduced development and industrialization lead times by ~15–20%. ✔ Established governance, KPI and reporting foundations later scaled across 180+ global programs. ✔ Helped transform EnerSys’ lithium product development and industrialization capabilities across multiple regions.

Led complex industrial and manufacturing programs in a high-volume automotive environment, combining execution, problem solving and cross-functional coordination under strict quality, cost and delivery constraints. – Managed end-to-end industrial projects across production lines, covering scope, planning, KPIs, risks and delivery in a high-performance manufacturing environment – Contributed to industrial transformation initiatives improving production efficiency, scrap reduction and OEE performance – Supported implementation of SAP-based inventory and material management processes, improving stock accuracy, traceability and supply chain reliability – Led structured problem-solving activities (8D, root cause analysis) on critical production and quality issues, reducing defects and improving process stability – Drove risk management practices, identifying and mitigating industrial, quality and supply chain risks – Coordinated cross-functional teams (production, engineering, maintenance, supply chain) to deliver measurable performance improvements – Applied automotive core tools including SPC, FMEA, control plans and capability analysis, strengthening process control and product quality – Delivered continuous improvement initiatives improving quality performance, cost efficiency and operational reliability – Strengthened KPI monitoring (PPM, scrap, capability, OEE) to support data-driven decision-making at operational level

Led quality and process improvement initiatives in a high-standard automotive environment, focusing on data-driven decision-making, process robustness and compliance with OEM requirements. – Defined project governance (scope, KPIs, milestones) using DMAIC methodology, structuring improvement initiatives across manufacturing processes – Led root cause analysis, MSA, SPC and capability studies, improving process performance and reducing variability – Deployed performance dashboards and monitoring systems, enhancing visibility on key quality KPIs (PPM, scrap, capability) – Implemented process improvements reducing defects and improving overall quality performance – Coordinated cross-functional teams (engineering, maintenance, production) to implement corrective and preventive actions – Strengthened process control and quality standards in alignment with automotive OEM requirements