1. _____________________________________________________________________________
Gary Randolph Lutz 9388 Placid Way, Howell, MI 48843
grlutz72@att.net
810-632-5087 (H)
810-623-3273 (C)
_____________________________________________________________________________
The commitment:
To be active in given disciplines described herein; to operate within both conventional and non-
conventional automotive product development philosophy, with high inter-disciplinary
collaboration, providing technical contribution at all levels.
GreenTech Automotive, Inc., Robinsonville, MS
Program Manager – MyCar – May 2015 to November 2015
 Program Manager (contract consultant) for development and production of the 2015
MyCar NEV (Neighborhood Electric Vehicle).
Before arriving, GTA MS had a legacy of less than desirable business decision making,
resulting in two failed launches, no decisive direction; therefore, the assignment
accepted was to get the vehicle designed, certified for DOT/EU, and create a
manufacturing environment for production sustainability. The assignment was met with
installing and managing a method for ensuring that the strategic goals of the company
drove progress and action at every level within the company.
o Primary responsibility, as GTA MS Management team lead, is directing/reporting
program development, and overall plant readiness status to GTA Corporate
Office, Virginia.
o Provide direction, and leadership in meeting timing targets to the GTA
Management Team ( Engineering, Purchasing, Facilities, Manufacturing, Quality,
Finance) in order to meet development completion, the certification deadline,
and the production SOP. Below are key accomplishments for reaching GTA
company goals:
 Engineering: Release Timing/Parts Development to meet DOT/EU
Certification/SOP deadline
 Test: Coordination for Test scheduling, Documentation, Witnessing
 Purchasing: Sourcing Decisions, Parts/Tooling MRD to meet
Certification/SOP deadlines

2.  Facilities: Coordination of Body-in-White Fixture
Design/Fabrication/Delivery to plant. Coordination of facility needs to
support Manufacturing and Maintenance Engineering
 Manufacturing: Coordination of Production Process/Tools/Technician
Training
 Quality: Coordination for ensuring complete documentation, e.g., PPAP,
Manufacturing Conformity, DOT/EU Test documentation, Quality
Systems for Manufacturing ( Vital Process Control, Pre-delivery
Inspection, Vehicle Evaluation Systems)
 Finance: Support for development of NETSUITE ERP system
RECARO North America, Inc., Auburn Hills, MI
Program Manager - Tesla - Aug 2014 to Feb 2015
 Program Lead (contract consultant) for development and introduction of RECARO
Performance Seating to Tesla Model S – Development at Auburn Hills -> Production in
Fremont, CA
o Responsible for Program Management providing direction and leadership for
Front & Rear Seating System utilizing the JCI Plus Development Process securing
Tesla introduction timing and budget for Model S - Dual Motor P85D.
 Direct liaison management: Design, Prototype, and Test
 Indirect management: Finance, Purchasing, HR, IT, Industrial Engineering,
Quality, and Plant Operations
 Achievement of Timing/Budget/Quality Gates throughout
Development/Production Validation/Launch for all disciplines
o Responsible for providing direction and leadership for joint development with
Tesla Seat Engineering & Test, Advanced Styling Development, Purchasing, and
Material Planning Logistics teams throughout Development, Production
Validation and Launch Process
 Program Lead for synthesis of conceptual development strategies for production site
readiness in Fremont, CA., providing leadership and job focus, working closely with the
Launch Support Teamdispatched from Auburn Hills to Fremont, CA.
o Launch Support Teamwas tasked with:
 Facilities Management
 Development of Office Properties
 Construction & Maintenance Management
 IT Systems Management
 HR, EH&S Management
 Materials & Logistics Management
 Successfully launched RECARO Performance Seats for Tesla Model S – P85D (6) six
weeks ahead of Business Case SOP Timing per Tesla CEO and Chief Product Architect
request.

3. Nissan Technical Center of North America; Farmington Hills, MI
Senior Manager – Resource Management & Engineering Strategic Planning – Apr 2009 to May
2011 (Retired)
 Vehicle Design & Development Resource Management subject matter expert for Nissan
Technical Center of North America, Nissan Mexico Research & Development and Brazil
Research & Development for Light Duty Truck, Heavy Duty Truck and Sport Utility
Vehicle, Sentra, Versa, Altima, Pathfinder, Maxima
 Developed annual Long Term Business Plans (10 year, 3 year, Annual Plan) for Global
Resource allocations based on Nissan’s Global Business Plan, and Global resource
utilization plan (Budget & Human Resources)
 Implemented Resource Management tool to measure and forecast design & test
workload requirements by vehicle component including engine/powertrain
 Utilized findings for maintaining successful capacity utilization for North America and
Global vehicle/powertrain design & development, fixed costs control; successfully
avoiding employee separation
 Rolled out shortened development process eliminating prototype builds by virtual
design called V3P process to maximize cost savings and development time from vehicle
concept to start of production
 Quarterly Global presentations in Japan regarding the state of full and profitable
utilization of resources based on latest vehicle & powertrain product plan.
Nissan Technical Center of North America; Farmington Hills, MI
Manager Finance – Development Cost, Resource Planning, Budget Planning & Control – Apr
1999 to March 2009
 Vehicle Design & Development Cost Planning & Resource Management for Nissan
Technical Center of North America, Nissan Mexico Research & Development, and
Europe Brussels Research & Development for Light Duty Truck, Heavy Duty Truck and
Sport Utility Vehicle, Sentra, Versa, Altima, Pathfinder, Maxima
 Responsibility expanded for entire Nissan North America Long Term Business Plans,
Annual Budget, Design & Development vehicle cost, Research & Test Division contracts
between Japan & Mexico
 Developed SAP Financial Reporting System with Deloitte & Touche (SAP) for all Financial
reporting to Nissan North America Headquarters Tennessee & Japan for Vehicle Design
& Development Cost and Resource Management. Developed the Electronic Time
Reporting System for all employees Direct Project Development and Indirect Support
Staff
 Coordinated and accomplished numerous Company Wide budget reduction plans based
on control of annual business plan in order to meet profitability objectives
 Finance representative for Cross Functional Team focusing on data gathering, problem
solving, and resolution presentation to Management Committee

4. Cross Functional Team Members
 Business Development Office
 Purchasing
 Manufacturing & Logistics
 Research & Development
 Marketing
 Finance
 G & A
 Finance representative for “Value Up” short term studies to resolve issues impinging
upon the success of attaining (1) Three Year Plan Objectives, (2) Sales Volumes, (3) 20%
Return of Investment for Vehicle Design & Development Cost
Nissan Technical Center of North America; Farmington Hills, MI
Senior Project Engineer - Vehicle Engineering Development - Nov 1988 to March 1999
 Vehicle Engineering Development responsibility for Design & Development Cost &
Resource Management for Styling, Prototype, Pre-Production, and Launch of Light Duty
Truck, Sentra, Altima, X-Terra, Pathfinder, Maxima
 Vehicle Engineering Development responsibility for Design & Development Cost &
Resource Management for Long Term Business Plan: 10 year, 5 year, 3 year, and Annual
Budget
 Vehicle Engineering Development liaison for Federal Motor Vehicle Safety Standards
and Environmental Protection Agency between Washington D.C.: NHTSA and EPA
 Policy & Procedure development for job sharing/job transfer between Nissan Technical
Center of North America and Nissan Motor Manufacturing USA for Light Duty Truck,
Sentra, Altima, X-Terra, Pathfinder, Maxima
Nissan Motor Manufacturing, USA; Smyrna, TN
Senior Project Engineer - Product Design - June 1982 to Nov 1988
 Successfully achieved 38% Local Content in order to launch 1983 Pick-Up Truck and
Sentra
 Policy and Procedure establishment for Design Release Systembetween US, Japan, and
Suppliers
 Regulatory liaison (Chairman Product Regulation Compliance Committee) between
Engineering and Manufacturing for Federal Motor Vehicle Safety Standards, and
Environmental Protection Agency. Responsible for practical application of new
legislation regarding Federal Motor Vehicle Safety & Environmental Protection Agency
regulations
 Coordination of production builds for Crash Vehicles to confirm vehicles meeting Design
& Manufacturing intent prior to vehicle release for sale to customers

5.  Engineering liaison with Nissan North America- Legal Office for completion of
Engineering Interrogatories involving vehicle recall notices
 System design for establishing ‘Plant -Wide’ safety assembly awareness through Vital
Process Control
Ford Motor Company, Body Engineering; Dearborn, MI
Project Program Analyst – Program Control - Dec 1977 to June 1982
 Vehicle Program Management for launch of 1979 Model Year Escort (Pinto replacement
vehicle)
 Advanced Body Engineering Project Program Analyst for forward model planning for
Design Cost & Weight Control
 Vehicle Program Management for launch of 1982 Model Year Lincoln Continental, Town
Car, Mark III
____________________________________________________
Education
ARIZONA STATE UNIVERSITY; Tempe, AZ – BS in Business Management

6. RECARO North America, Inc., Auburn Hills, MI
Program Manager - Tesla - Aug 2014 to Feb 2015
 Program Lead (contract consultant) for development and introduction of RECARO
Performance Seating to Tesla Model S – Development at Auburn Hills -> Production
Launch in Fremont, CA
o Responsible for Program Management providing direction and leadership for
Front & Rear Seating System utilizing the JCI Plus Development Process securing
Tesla introduction timing and budget for Model S - Dual Motor P85D.
 Direct liaison management: Design, Prototype, and Test
 Indirect management: Finance, Purchasing, HR, IT, Industrial Engineering,
Quality, and Plant Operations
 Achievement of Timing/Budget/Quality Gates throughout
Development/Production Validation/Launch for all disciplines
o Responsible for providing direction and leadership for joint development with
Tesla Seat Engineering & Test, Advanced Styling Development, Purchasing, and
Material Planning Logistics teams throughout Development, Production
Validation and Launch Process
 Program Lead for synthesis of conceptual development strategies for production site
readiness in Fremont, CA., providing leadership and job focus working closely with the
Launch Support Teamdispatched from Auburn Hills to Fremont, CA.
o Launch Support Teamwas tasked with:
 Facilities Management
 Development of Office Properties
 Construction & Maintenance Management
 IT Systems Management
 HR, EH&S Management
 Materials & Logistics Management
 Launched RECARO Performance Seats for Tesla Model S – P85D (6) six weeks ahead of
Business Case SOP Timing per Tesla CEO and Chief Product Architect request