We’re excited to welcome Paul Kaiser to the team as our VP of Services and Engineering!
Paul brings more than 27 years of experience across aerospace, defense, automotive, and advanced manufacturing, with a career built at the intersection of hands-on engineering and PLM transformation leadership. He joins us from MHP Americas, a Porsche company, where he led the digital engineering consulting practice as Associated Partner and Head of Digital Engineering. His track record includes directing the global Siemens Teamcenter deployment at Moog for more than 8,000 engineers across 16 countries and building and scaling consulting and services delivery organizations at fellow Siemens partner Saratech and at IpX.
Paul is taking ownership of our services and engineering organization end to end. He’ll lead client engagements from scoping through go-live and into managed service, with our practice teams and project managers rolling up to him. He owns our Engineering-First Operating Model and will work to make our delivery predictable, establishing reporting cadence and KPI discipline across every active project. He’ll also serve as the executive engagement point for client leadership and the escalation authority on Go/No-Go decisions.
What made you choose Applied CAx for this next step?
It came down to the vision Keram has set for this company. When we talked through where Applied CAx is headed, I recognized the same thing I look for before I join any organization: leadership that has a clear point of view on what winning looks like, and the conviction to build toward it.
I’ve spent my career moving between the technical side of engineering and the leadership side of delivery, and the organizations that get the most out of that combination are the ones where culture and strategy are treated as the same conversation, not two separate ones. That’s what I found here.
What are your immediate goals as you step into this role?
My first priority is listening. I’m meeting with practice leads, project managers, and as many clients as I can in these early weeks to understand where our delivery is strong and where we have room to tighten up.
From there, my focus is on three things running in parallel:
- Standing up the reporting cadence and KPI discipline so every active project has visibility leadership can act on, not just status updates after the fact.
- Getting the engineering-first operating model fully embedded across practice teams, so the way we scope and deliver work is consistent no matter which client or product line it touches.
- Building direct relationships with client leadership so I can be a real escalation point, not just a name on an org chart.
None of that is about reinventing what already works. It’s about making our delivery predictable enough that clients can plan around us with confidence.
How do you see the services team evolving to serve customers going forward?
I’m big on culture, and I believe psychological safety is a core principle. Teams that feel safe raising a risk early, or admitting a project has hit a snag, are the teams that fix problems while they’re still small. That’s the foundation I want under our services organization.
Once that foundation is in place, I want our clients to experience a services team that feels less like a vendor and more like an extension of their own engineering organization. That means engagements that stay predictable from scoping through go-live, a managed service model clients can rely on long after go-live, and an escalation path where the answer is always available.
The technology we deploy, whether it’s Teamcenter, Simcenter, NX, or the rest of our portfolio, only delivers value if the delivery behind it is disciplined and trustworthy. That’s what I’m here to build.