IREB Certified Professional for Requirements Engineering (CPRE)

• Project management in the PMO
• Further development of PMO and operational processes
• Development of templates and project documentation
• Management of a DACH/SOE-wide rollout project

Engaged by one of Switzerland’s largest insurance groups for spanish SAP rollout following the acquisition of Caser (Spain), for ongoing support and S/4HANA transformation initiatives covering all Market Units (CH, ES, DE, AT, FR, IT).

Key areas: FI-AP, FI-AR, Payments, Bank Accounting, Cash Management, S/4HANA transformation, eInvoicing, eReporting, Business Partner

• SAP Rollout: Led end-to-end FI-AP, FI-AR, Payments, and Bank Reconciliation rollout for acquired Caser entities in Spain (Dec 2020 – Mar 2022), including full Spanish localisation.
• Integration with FSCD: Redesigned bank statement incoming payments integration in FSCD from custom to SAP standard solution, significantly increasing straight-through processing rates.
• Payments: Retired legacy custom payment trees; implemented SAP standard CGI payment trees and executed migration from ISO 20022 v2009 to v2019.
• Implemented a 1 GL account per House Bank (HBKID) concept with multiple Bank Account IDs (HKTID), reducing the total number of bank GL accounts by over 90%.
• Spanish localization: Configured and deployed Mod 180, 190, 347, 349 and SII Reporting for Spain mainland and Canary Islands using SAP eDocument (DRC) and SAP BTP Webservice, processing 2 million invoices annually, Spanish Direct & Indirect Method Cash Flow Statements (Insurance & Non-Insurance) fully reconciled
• Migration: Used SAP AIF to migrate AR/AP master data, open items, SEPA mandates, and complete GL documents for multiple company code merges (hundreds of thousands of records); leveraged Power BI/Power Query for data transformation.
• Bank Reconciliation: Achieved 60%+ automatic bank reconciliation across MU ES, CH, and DE using CSB43, MT940, and CAMT.053/054 formats, including custom improvements (tax-number-based customer/vendor matching, fuzzy search), and co-implemented the bank statement interface cockpit in SAP AIF. Integrated MX Camt from Swift Finplus and made transition from ISO20022 v2009 to v2019
• Worked on S/4HANA convergence and wrote concept work for SAP Cash Management & Treasury and eInvoicing/eReporting transformation.
• Currently leading the design for Business Partner Migration using SAP DRF and SAP AIF for Helvetia Baloise Integration Project and Harmonization of all BP interfaces.
• Currently leading Requirements Engineering for eInvoicing & eReporting for Italy, France and Spain, modelling Flows in SAP Signavio.

Transformation mandate: IT operating model and governance

• Managed the operationalization of a new IT operating model for a service- and customer-oriented organization in the managed services and Microsoft 365 environment.
• Translated the organizational target vision into concrete roles, responsibilities, organizational elements, decision-making paths and collaboration principles.
• Designed and operationalized a layered model with autonomous delivery teams, supporting units and clearly defined governance functions.
• Designed governance for Service Delivery Management, People Leads, Global Service Owner (GSO), operational teams, clusters and management committees.
• Structured the transformation rollout into ramp-up, implementation, stabilization and operations, and developed kick-off, communication and feedback formats.
• Further developed PMO and office structures as well as portfolio and workforce management to create transparency on resources, risks, dependencies and decision-making needs.
• Facilitated cross-functional workshops and decision-making meetings and translated different stakeholder interests into implementable principles, rules and actions.

Interim mandate: IT service and operations management

• Took over operational responsibility for Citrix and AD/Access, including incident, escalation, transition and quality management in day-to-day operations.
• Clarified operational interfaces and clearly defined responsibilities between internal units, Service Delivery Management and external service providers.
• Conducted structured GAP analyses of existing service descriptions, prepared make-or-buy decisions and clarified roles with KPI integration.
• Managed conflicting objectives, dependencies and escalations in complex customer, operations and transformation situations.

Selected results

• The transformation target vision was translated into practically applicable roles, governance rules, organizational elements and rollout formats.
• Decision-making paths, responsibilities and interfaces between operational delivery, supporting functions and management were described transparently and bindingly.
• The foundations for self-managed teams, standardized service descriptions and reliable portfolio, resource and management transparency were established.

Methods: Operating model design, governance design, RACI, GAP analysis, stakeholder analysis, workshop facilitation, change communication, risk and escalation management, KPI and service management

• Analysis of existing work, information and decision-making processes.

• Identification and prioritization of suitable use cases for AI agents.

• Elicitation of functional and non-functional requirements.

• Design of collaboration between users and AI agents, including control and escalation mechanisms.

• Support for the implementation of the AI agents and adapted keyboard hardware.

• Business target vision for the AI-first transformation.

• Structured and prioritized requirements for implementation.

• Defined roles, interactions and control points between people and AI agents.

• Preparation for the gradual automation of productive work processes.

Techstack: AI agents, LLMs, agent orchestration, RAG, APIs, automation, hardware

• Established and lead STOEV Enterprises as an independent management and strategic advisory firm
• Advisory focus on transformation, governance, organizational development, program management and interim management
• Structuring complex situations and developing clear decision-making foundations for management and leadership bodies
• Developing and further enhancing governance, organizational and operating models
• Executive sparring and management advisory on strategic, organizational and operational issues
• Managing and supporting complex transformation, change and implementation initiatives
• Supporting program and portfolio management, prioritization, roadmaps, risks, dependencies and management reporting
• Taking on interim management and leadership responsibilities to stabilize and further develop organizations and initiatives
• Combining a strategic management perspective with a pragmatic, execution-focused approach
• Focus on customer orientation, service excellence and alignment between management, business units, IT, customers and external partners
• Advisory services in IT transformation, IT governance, service & operations management, infrastructure and platform services, as well as sourcing and supplier governance
• Experience in complex, technology-driven and regulated organizations, as well as in the Swiss federal environment

• Focus on optimizing and further developing the internal customer EBICS application
• Functional and technical consulting for Aareal First Financial Solutions AG on EBICS standard products and applications in the areas of operations and further development, as well as project-related communication with external development partners and the product manufacturer to implement the corresponding technical optimizations
• As the functional coordinator, providing advice on content-related and regulatory requirements as well as technical prerequisites and requirements, and bringing these together at the functional level
• Consulting on the use of EBICS formats
• Reviewing the current EBICS standard for optimization and further development potential
• Analyzing the current state to identify development potential and deriving appropriate recommendations for action while considering regulatory requirements
• Conducting EBICS tests throughout the project
• Functional responsibility for requirements management and, in this context, recording and documenting requirements for such tests
• Designing a functional and sustainable test management system
• Conducting and evaluating tests
• Consulting on sustainable quality assurance and audits
• Project language: German and English
• Tools/Methods: MS Project, MS Office, MS Visio, TestRail, Confluence, Jira, Business Logics Bankkrecher, Business Logics Test Data Generator, Business Logics Banking Tool, Business Logics Test System, DBEAVER, Squirrel, Unix Virtual Machines, WinSCP, Kitty, Putty, various Aareal Bank products, Online Banking Portal, Aareal Sign, core banking system, SAP Blue Eagle, SAP RE-FX, Aareon Wodis Sigma, Haufe Real Estate Wowinex, GAP Group Immotion, UTS Karthago, SAP IS-U/Waste, SIV kVASy, various EBICS clients

• Digital Product Owner & Manager at a large transport company south of Vienna (2023 – 2025)
• Agent Boss | Implementation, further development & management of autonomous AI agents
• Requirements Engineering | From the idea ... to success! (E2E)
• Strategic business development (transformation into a „Frontier Firm“)
• Change management | Digital Transformation · Reorganization & restructuring · Cultural change
• Process management | Analysis · KPI management · Implementation
• Project / initiative management | agile (Scrum) & classic (waterfall), or hybrid PM (method: The Race)
• Facilitation & presentations (teams, C-level, stakeholders, large groups)
• Functional leadership and mentoring of (Junior) Consultants and Business Analysts

• Definition of a product concept and end to end solution delivery (turnkey) for a Digital Efficiency Hub for Railway Maintenance based on 5G campus networks. Integration of various hardware and software systems in a comprehensive delivery with success metrics. Laise the concept and process across the enterprise. Compliant process definition and financial management with commercial model.

Technologies: 5G, RAN, SAP, Cloud, Enterprise Architect, Autonomous Robots, ITIL, CoBIT, TBM, BSI, ISO 27001

• Impact: Structured requirements analysis and quality assurance as a foundation for the further development of a software solution.
• Analysis, documentation, and coordination of requirements. Conducting stakeholder analyses, interviews, and workshops to gather and validate requirements. Conducting requirements reviews and working closely with business departments and development teams.

Techniques & Tools: Requirements Engineering, Stakeholder Management, Workshop Facilitation, System Context Modeling, Requirements Reviews, Quality Scenarios, Miro, Jira, Confluence

• From 02/2023 to 05/2024: IT interim manager within an international construction chemicals group headquartered in Germany as Global TSA Manager in a carve-out project responsible for the IT workstream.

• End-to-end management of an international IT carve-out and TSA program, including transition of five service providers, governance and operating structures, service continuity, provider performance, SLA/KPI and cost management, SIAM and supplier management, security services, operational readiness, and transition into stable operations.

• From 06/2024: IT consulting in project management and IT service management areas, providing PM/PMO coaching and support.

• Test strategy design
• Continuous defect tracking and documentation
• Test case creation and execution for performance and end-to-end tests as well as mass tests
• Responsibility for all test activities in the team
• Requirements and documentation analysis
• Agile testing based on stories, epics and features
• Test management and coordination
• Use of SAFe (PI planning, PI preparation, sprints, daily meetings, Kanban board, retrospective, review)
• Use of GitHub, Tortoise, Atlassian JIRA, Confluence, MS Teams, Splunk, Swagger UI, Tosca, Rocket.Chat, Visual Studio Code, Oracle SQL Developer
• SAFe framework and project abroad

• PMO Lead Security Clearance 2 (SÜ2) verified
• Reporting to the GMN sub-program management
• System maintenance 25+
• Functional management and coordination of the Jira setup
• Preparation of decision papers (e.g. project planning, governance model, communication plans, controlling models, roles and responsibilities matrices)
• Development of program-wide knowledge management using Confluence, creation of Jira concept
• Development of an access concept for all project tools
• Analysis of existing processes, identification of improvement potential, and design of solutions to increase efficiency and effectiveness
• Development of a concept for introducing automation approaches into existing tools
• Creation of intranet articles for project marketing
• Responsible for project governance through reporting and resource planning in the sub-program
• Agile development of the project methodology
• Gathering customer requirements (Requirements Engineering)
• Preparation and support of contract negotiations (7-year term, 500+ million budget)

• Leading distributed, international team in complex delivery environment (EN/DE)
• Managing multi-stakeholder setup across business and tech
• Driving end-to-end product delivery from backlog to release and operations
• Coordinating releases and ensuring stable product operation (incl. 2nd level support)
• Leading migration of legacy systems into scalable target architectures
• Owning and developing core systems for digital and print production
• Establishing and optimising product management processes (Kanban, refinement, backlog management)

• Architected and implemented a Data Value Framework as a decision-making basis for strategic prioritization and determining data-driven value contributions along the corporate value chain, connecting data value with business objectives.
• Designed standardized use cases to assess the maturity levels for quantifying business value and data value.
• Integrated the framework within SAFe structures in Lean Portfolio Management and ARTs to guide strategic investment decisions.
• Developed metrics and evaluation procedures for prioritizing business areas based on quantitative data.
• Redesigned data governance, including the introduction of the data owner role with clearly defined responsibilities and differentiation from the data steward role.
• Derived MVP priorities using gap analyses across key areas and value stream analysis.