Certified Project Management Associate (IPMA Level D)

• Coaching and training 6 agile Scrum teams
• Taking on the role of Solution Coach (leading 6 agile teams)
• Advising and coaching program management and Tribe Leads, including roadmap, program, and risk management
• Implementing the risk strategy
• Integrating and establishing agile methods, combining the Spotify and SAFe models
• Facilitating agile events and sharing agile values and methods
• Developing and implementing team development processes
• Mentoring internal Agile Coaches in the Agile Chapter

A nationwide service provider for occupational medicine, occupational safety and health management, focusing on prevention, health and digital transformation.

• Role: Responsible for establishing and further developing professional project portfolio management in the Digital Transformation & Data area. Managing and supporting strategic IT and transformation projects, as well as supporting the introduction and establishment of project management standards, methods and governance structures.

Key areas:

• Establishment and further development of IT project portfolio management
• Analysis and structuring of business and technical requirements
• Management and coordination of cross-functional IT initiatives
• Stakeholder management at department, management and service provider level
• Introduction and further development of project management methods and tools (including Jira, Confluence, MS Planner)
• Preparation of decision-making documents, target visions and implementation concepts in the context of digital transformation
• Management and coordination of transformation, digitalization and organizational projects
• Preparation of decision templates and management documents for executive committees
• Conducting workshops and stakeholder management with departments and IT teams
• Definition of requirements for dashboards, reporting and KPI management
• Participation in the Wissenskompass project (requirements analysis and MVP concept)
• Analysis and evaluation of AI support opportunities in Knowledge Management
• Investigation of AI use cases to improve knowledge provision and use
• Consideration of AI requirements as part of the Wissenskompass concept
• Coordination with strategic departments to further develop project management standards
• Introduction, configuration and training for Microsoft Planner to support project and task management
• Conducting user training and supporting employees in the introduction of new ways of working and tools

VALUE ADDED:

The structured analysis and further development of business requirements and processes is driving the modernization of contract administration in a focused manner. Complex business matters and dependencies are made transparent, optimization potential is identified, and transferred into scalable solution approaches that enable as much straight-through processing as possible. This creates clearer and more efficient processes as well as reliable decision-making and implementation foundations for business departments, architecture, and development.

• Development of business requirements and processes for the further development and modernization of contract administration
• Creation and further development of business concepts, process descriptions, and decision-making documents for implementing new and optimized processes
• Analysis of existing processes and identification of optimization potential to simplify and scale processes
• Structuring of complex business matters in a dynamic project environment to ensure transparency and traceability for all involved
• Identification and clarification of business dependencies and interfaces, especially in interaction with adjacent systems and departments
• Contribution to business target models and development of solution approaches for new, scalable processes that also enable straight-through processing
• Leadership and moderation of business workshops to coordinate and further develop requirements with internal stakeholders from business departments, architecture, and development
• Prioritization of business topics and requirements for targeted implementation
• Support with testing, reviews, and quality assurance, including the creation and coordination of business test cases to verify the implemented solutions
• Use of SharePoint and Kanban to document and manage tasks

Responsible for the IT operations of a medium-sized mechanical engineering company (approximately 2 000 employees, annual revenue of approximately 400 million euros worldwide). Direct responsibility for 13 employees. At the same time, project manager for an internal carve-out (commercial and technical separation of the two business units worldwide).

Industry: Mechanical and plant engineering

Function: Director IT

• Responsibility for outsourced IT operations; provider management and service management.
• Responsibility for the complete separation of the two business units (applications, SAP R//3, Active Directory, IT infrastructure, ...); project planning and management; selection and management of service providers.
• TiSAX certification for one business unit; budget planning 2025 ff.
• Establishment and structuring of application operations, including the definition of operating models, SLAs/KPIs, and provider management in the SAP environment.
• Preparation of the operating organization for application operations of S/4 Hana (private cloud).

• Management and coordination of the sales team (3 people)
• Establishment of (digital) processes, KPIs, and controlling in sales
• Negotiation of terms and planning of marketing collaborations with key accounts
• Preparation of forecasts and implementation of a CRM system

• Coaching
• Mentoring
• Project management
• Quality management
• IT security management
• Release management
• Change management
• CRM

Europe-wide re-platforming & centralization

• Independently created the migration concept and implementation plan for the Europe-wide centralization and consolidation of IT services for around 20 European companies as part of a re-platforming program.
• Migration assessment: analysis of the existing IT, infrastructure, application, and service landscapes of the companies as the basis for the migration strategy.
• Development of the centralized target vision and target architecture based on a modern technology stack, taking platform and containerization approaches into account.
• Design of a highly available central infrastructure in an active-active model across two data centers; consideration of cloud, infrastructure, application, CMDB, and IAM services.
• Development of the migration and transformation roadmap, including defining migration waves, dependencies, requirements, and priorities for the move from decentralized services to the central platform.
• Analysis of technical and organizational dependencies, identification of migration risks, and development of a structured approach for step-by-step migration and centralization.
• Creation of target, solution, and implementation views for each service domain; design of the end-to-end join-move-leave process as a blueprint for the European rollout (Jira/Jira Asset Management).
• Alignment of migration strategy and roadmap with European companies, management, IT, providers, and other stakeholders; presentation of the 12-month roadmap to the Managing Director Europe.

CFO as a Service for a coworking space & incubator (€2 million in annual revenue, 15 employees), 1–2 days per week.

• Took over the full finance function: cash flow management, budgeting, forecasting, building an integrated financial plan
• Approval processes, C-level reporting and KPI tracking
• Communication with banks and tax advisors, C-level sparring
• Tools: Moss, re:cap; functional guidance of an assistant and accounting specialist

Cross-company SAFe environment for autonomous driving with an OEM, software organization, international suppliers and engineering partners. The project is being carried out as part of the organizational integration of two organizations. Portfolio and value management, operating model, product compliance, prototype logistics and management transparency are being realigned and integrated into daily management.

Senior Transformation Consultant for Strategy Execution. Built and continuously improved the operating model, roles, processes, governance and management mechanisms. Coordinated cross-organizational topics in compliance, prototype logistics, data and AI.

• Supported LPM and VMO in building structures, content and artifacts for portfolio management and prioritization; prepared epics, dependencies, risks and decision points.

• Continuously developed the operating model: identified blind spots and adapted SAFe roles, committees, artifacts, interfaces and management mechanisms.

• Coordinated cross-functional and cross-ART initiatives: maintained roadmaps, made risks, issues and dependencies transparent, and prepared and tracked decisions and actions.

• Aligned processes, methods and supporting IT systems; specified system changes from a business perspective and supported their implementation with business and IT.

• Built interdisciplinary team, role and governance structures to ensure reliable compliance with regulatory and compliance requirements.

• Coordinated prototype logistics for vehicle testing in the USA, including export and import; provided occasional support for the Uplifter/vehicle conversion concept.

• Built management reporting for portfolio and audit status, developed the management dashboard and assessed opportunities for AI-supported automation.

• Defined and collected KPIs and developed a data strategy for measurement logic, data quality and regular reporting.

• Created and maintained roadmaps for key topics and used them as a basis for prioritization, decision preparation and follow-up.

• Built management reporting for portfolio and audit status; made risks, dependencies, actions and open decision points transparent.

• Defined KPIs and developed a data strategy for collection, measurement and reporting; visualized results in the management dashboard.

• Validated, stabilized and handed over the management dashboard as an MVP with ARTs and RTEs; assessed the potential for AI-supported reporting.

• Defined team structures, roles and responsibilities; identified blind spots and continuously improved the operating model, interfaces and management mechanisms.

• Coordinated prototypes for vehicle testing in the USA and provided conceptual support for the required vehicle conversion.

• Senior IT Transformation Consultant and Business Analyst specializing in banking and large-scale transformation projects.

• Several years of experience in analyzing, structuring, and implementing business requirements, as well as designing target operating models in complex IT landscapes.

• Strong interface skills between business units and IT, with a focus on translating business requirements into implementable IT concepts and architectures.

• Solid experience in designing and optimizing end-to-end processes, as well as preparing business concepts and decision papers.

• Proven project successes in the areas of Identity & Access Management (IAM), post-merger integrations, IT infrastructure, and regulatory requirements.

• Confident working with agile methods and artifacts.

• Industry: Health Care/ IT
• Tools: Internet, telephone, email, Confluence, Azure DevOps, DISweb, Microsoft Teams, Microsoft Office, FHIR
• Requirements engineering for implementing the e-prescription in an existing PVS and a web-based dialysis monitoring system
• Implementation of the archive and exchange interface of the KBV
• Creation and maintenance of user stories and backlog maintenance
• Stakeholder management and support for developers in implementing the user stories
• Reporting to management and conducting refinements

Industry: digital sovereignty, public sector

Responsibilities:

• Project coordination (teams: consulting, development, testing, deployment/operations)

Products and standards:

• Jira, Confluence, Asana, Miro, Mural
• Open Source, Keycloak, Open Xchange, ownCloud

• Designed and specified the technical network integration of a new business critical application system (MUREX) in the capital market area in a complex interface and outsourcing environment.

• Created component specifications, catalog of measures and implementation plan.

• Ensured proper integration of developed results in accordance with the bank’s framework: IT compliance, IT security, change and release management.

• Selected and integrated a new service provider for the bank; moved critical bank applications to the provider.

• Designed, implemented and supported the new Cisco network and Fortinet security setup at the service provider data center.

• Acted as technical interface between bank, service providers and consulting partners.

• Supported and further developed the network and security infrastructure (clients, servers, networks); performed error analysis and implemented solutions within agreed service levels.

• Analyzed and diagnosed all security and network failures, glitches and malfunctions.

• Initiated continuous enhancements to guarantee efficient resource utilization and acceptable response times to users.

• Provided network support in financial service organization and operational change preparation on production banking network infrastructure for both large and small projects within strict change management discipline.

• Designed, defined, tested, governed and improved engineering standards.

• Performed role of network architect for medium-large projects involving team resources.