Veo's current Director of Hardware Engineering role connects Hardware to Supply Chain and Manufacturing from concept through mass production, including supplier-selection input, commercial terms, lead times, quality commitments, change control, risk mitigation and supplier performance.
Veo · Director of Hardware Engineering ↗A practical post-process proposal · hardware procurement
You already interviewed me. Now let me show you how I work.
Give me one real Veo hardware-procurement problem. Three working weeks to understand it, work it and leave a useful result.
I will contribute immediately with sourcing, supplier recovery, Engineering/NPI change, ERP/MRP, quality and production-readiness experience I already have. Where I need deeper Veo-specific electronics knowledge, I will learn it quickly with the right technical owners; not pretend I already know it.
What this page is for: not to reopen the Senior Buyer decision, and not to ask for generic work experience. It proposes a short, defined route to contribute, learn the Veo-specific category depth I still need, and create real evidence for a paid continuation if the fit is there.
Three-week core · optional fourth week only if useful · exact setup subject to Veo and municipality/jobcenter agreement.
DarePropose a different route instead of simply reapplying.
Own itTake responsibility for one bounded problem and its actions.
Level upDeepen Veo-specific electronics category knowledge deliberately.
Play as a teamWork across Purchasing, R&D/Engineering, Production and suppliers.
Customer centricLeave a result tied to product, production and business value.
Veo also says complete qualification overlap is not required; creativity, potential and meaningful contribution matter.Veo candidate database / values ↗
01 / Why this is Veo-specific
The problem sits where hardware change meets supplier reality.
Public Veo material now reinforces what came through in the interview: Supply Chain has to enter hardware decisions early, then carry those decisions through supplier execution and production readiness.
Veo's current Staff Hardware Product Manager role emphasises that hardware has no easy fast-follow: product value, optics, thermals, battery and cost trade-offs have to be decided before the programme is locked.
Veo · Staff Hardware Product Manager ↗In the public Cam 3 plastics case, the supplier supported design refinement, materials/surface choices, production readiness, tooling, insert sourcing, first-off adjustment and ongoing production. Start to production took seven months.
Unika · Veo Cam 3 case ↗The operating seam I am proposing to work in: approved technical need / change → supplier capability and manufacturability → cost, lead time, quality and material exposure → technical decision by the right owner → Purchasing execution → Production can build.
02 / What I can contribute immediately
Procurement judgement that understands the production consequence.
Electronics/electrotechnical purchasing is already part of my experience. It was not my largest historical category. The immediate value is the wider operating system around the category.
30+EU / US suppliers in recent technical sourcing scope
200+complex multi-level product structures created / validated
2,000+AX/D365 purchasing, product and planning records
5 / 40+production lines / variants in earlier planning work
Source and negotiate beyond the PO
RFQs, supplier comparison, selection/replacement, alternatives, commercial negotiation, framework/call-off structures and clear escalation boundaries across mechanical, electrotechnical/electronics, materials and technical services.
Turn engineering change into supply action
Drawings, BOMs, revisions, prototypes, FAI and phase changes translated into supplier timing, material exposure, documentation, cost and production-readiness actions while technical approval stays with Engineering/Quality.
Protect Production without fear-buying
Forecast/MRP, real demand, stock, open and incoming supply, lead time, supplier capacity and production priority used to decide what to buy, expedite, stage, reallocate or escalate.
Capacity, quality and recovery
Supplier development, capacity recovery, alternatives, rework/returns, certificates/traceability, FAI and NCR/SCAR follow-through, backed by an ISO 9001/process-audit foundation and willingness to travel to suppliers.
03 / What Veo already tested
The strongest evidence is not hypothetical.
These are historical operating patterns already discussed during the Veo process or directly supported by my work history. They are not reconstructed Veo projects.
I grew business with a capable smaller supplier; when volume exposed the capacity limit, I clarified what they could absorb, reallocated urgent work and controlled new commitments until recovery.
Across 200+ complex product structures, changing drawings, revisions, prototype/FAI requirements and supplier/material input had to remain aligned with ERP and first-production readiness.
For roughly three weeks at A.K.S., I kept critical supplier, material, ERP and readiness work moving across work normally shared among three people by prioritising blockers, owners and handovers.
At ATS/AOT, I owned French/European B2B files end-to-end and worked with broader Asia-Pacific/Singapore counterparties across quotations, bookings, live delivery, invoicing/payment and urgent recovery.
Interview signal: Thomas told me I was “spot on” when I connected one missing component to stock, supplier capability, R&D and Production consequence. The purpose of this proposal is to let Veo judge that logic in real work.
04 / The work itself
One real Veo problem. One decision-ready output.
Veo chooses the component, supplier or product-change problem. I do not need confidential data before there is an approved engagement.
Hardware Supply Readiness Board
A compact working view that connects the approved technical baseline to material exposure, supplier reality, commercial options and the next owned decision. The structure below is illustrative; no Veo data is inferred.
| Decision field | What I establish | Usable output |
|---|---|---|
| Technical baseline | Approved revision/specification, technical owner, required date, current gate and what is still allowed to change. | One agreed baseline; technical questions routed to the right owner. |
| Material exposure | Stock, open POs, incoming supply, old/new revision exposure, demand, WIP and potential obsolete/excess consequence. | Cutover, shortage and inventory risk visible before action. |
| Supplier reality | Confirmed lead time, capacity, backlog, delivery profile, quality/documentation status and what is actually committed. | Credible supply picture rather than optimistic supplier promises. |
| Alternatives & commercial | RFQs, approved/possible alternatives, MOQ, commercial terms, switching/qualification risk and total business consequence. | Decision comparison, not just a lowest-price quote. |
| Owner & next action | What needs technical approval, what Purchasing can execute, who owns each action and by when. | Action register with escalation only where needed. |
01 · CHANGENew component, revision, supplier issue or demand shift.
02 · EXPOSUREStock, open supply, capacity, quality, cost and timing.
03 · OPTIONSRecover, stage, reallocate, RFQ, alternate or escalate.
04 · DECISIONTechnical authority stays technical; Purchasing owns commercial/supply execution.
05 · READYOwner, date, supplier commitment and production-readiness handover.
New-component / revision cutover
Old/new demand, open POs, approved revision, supplier readiness, qualification status, excess/obsolete exposure and a controlled cutover action list.
Supplier capacity / recovery
Validate real capacity and backlog, quality/documentation blockers, realistic recovery dates, alternative capacity and escalation; leave a recovery cadence.
Alternative source / RFQ
Compare capability, capacity, quality, lead time, documentation, commercial terms and qualification/switching risk; Engineering/Quality keep technical approval.
Supplier-visit readiness
Prepare the commercial/supply/quality evidence pack, open questions and follow-up register for a supplier visit or capacity-quality review; support the relevant Veo owner without overstating historic audit ownership.
05 / Three-week core
Three weeks to create evidence. A fourth only if it adds value.
The point is not to spend four weeks onboarding. The core route is three working weeks: understand enough context to become useful, work the problem, and leave a result. An optional fourth week can validate, close or hand over the work.
Learn the system around the problem
Confirm scope, technical owner, actual need, revision, supplier/component context, data sources and decision boundaries. Deliver the first readiness/risk view.
Turn uncertainty into options
Validate supplier reality, stock/open supply, quality/docs, lead time/capacity, commercial terms and credible alternatives. Start the agreed actions.
Show the work in a usable result
Drive the agreed RFQ, recovery, cutover or supplier action; close what can be closed and present the remaining decisions, owners, dates and risks.
OPTIONAL WEEK 04
Validate + hand over + continuation reviewUse only if it improves the result: test actions with R&D/Engineering and Production, close open points, hand over cleanly and decide whether a paid continuation makes sense.
UP TO 4 WEEKSVeo gets a useful outputNot general observation or work experience for its own sake.
I deepen Veo-specific category knowledgeElectronics lifecycle, sourcing-market, qualification and supplier-site judgement.
Both sides get real evidenceEnough to decide whether ordinary paid employment is the right next step.
06 / What I know and what I want to learn
Contribute now. Learn the missing Veo-specific depth fast.
The electronics story should be neither inflated nor undersold.
Already bring
Meaningful electrotechnical/electronics purchasing within a broader technical portfolio, plus RFQs, supplier decisions, negotiation, supplier recovery, ERP/MRP, NPI/change and quality/manufacturing interfaces.
Want to deepen
Electronics lifecycle/EOL, long-lead and single-source exposure, distributor/supplier-market depth, qualification/switching risk and supplier-site assessment in Veo's actual hardware environment.
How I learn
Use the approved technical owner, real supplier/data context and defined decision boundaries; ask fast, verify assumptions, document what is known/unknown and turn learning into the next practical action.
The message is simple: I am not asking Veo to teach me procurement from zero. I am asking for a chance to deepen the category-specific layer while already being useful on the surrounding procurement and production-readiness work.
07 / Best way to start
Use the paid route if the need is real. Use the short proof only if Veo wants evidence first.
I am not asking for an internship programme. I am proposing the lightest route that matches Veo's actual need and still gives both sides a serious basis for a longer working relationship.
Route A · Hire directly
If Veo already sees a genuine ongoing hardware-procurement need and the fit is clear, ordinary paid employment is the simplest and strongest route.
Route B · Paid ramp-up · up to 6 months
If Veo has sustained additional work but wants a lower-risk ramp-up, private løntilskud can provide a real paid employment period while I deepen the Veo-specific electronics layer and contribute on live sourcing, supplier and readiness work.
Route C · Short proof first · 3-week core
If Veo wants evidence before a longer commitment, use one bounded problem for three working weeks, with a fourth week available only if it improves validation or handover.
One proposal, three entry points: choose the level of commitment that fits the business need. The short proof can convert into ordinary employment or a paid løntilskud ramp-up if the work shows a strong fit. The goal is not to stay in a programme; the goal is useful work that can become a real role.
How the two Danish routes work
- Private løntilskud: for an eligible person who has been unemployed long enough, the private employer hires the person on the applicable collective-agreement salary or the wage normally paid for the work. In 2026 the employer subsidy is DKK 96.27 per hour, and the private-employer period can run up to six months. It must satisfy the additional-employment rules and requires approval.
- Virksomhedspraktik: for a dagpengemodtager, the period can generally be up to four weeks and there is no statutory minimum weekly hour requirement. The purpose, tasks, duration and hours are agreed before start.
- The purpose of virksomhedspraktik can explicitly be to develop or clarify competencies in a way that can lead directly to ordinary paid hours, and the scheme should where possible be combined with or followed by ordinary employment.
- Neither route should be presented as a way to replace the Senior Buyer already hired. The question is whether Veo has a genuine additional problem or role where this profile creates value.
Official references: STAR · private løntilskud · STAR · virksomhedspraktik · STAR Q&A.
08 / Next step
Give me one problem that matters.
If Veo has a real ongoing need, I would rather start in paid employment and contribute while I deepen the Veo-specific category layer. If Veo wants evidence first, give me one real problem and three working weeks to show how I learn, think and execute. Then decide from the work.