ITIL Foundation

• Initiation, planning, management and completion of several digitalization projects

• Requirements management including proposal preparation, functional concepts and process analyses

• Stakeholder management (internal steering committee, external service providers, business departments)

• Resource and capacity planning, controlling, budget responsibility

• Claim and change management (including escalation handling)

• Project marketing and knowledge management

• Quality assurance and risk management in line with PMO standards

• Introduction of a cloud-based solution in customer service (insurance)

• Harmonization and digitalization of approval and contract processes

• Reduction of processing times by >20% through optimized workflows

• Establishment of standardized project controlling with BI dashboard

• Jira • Confluence • MS365 (Project, Teams, SharePoint) • ITIL • PRINCE2

• 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

Datacenter audit and subsequent transformation program

• Initial situation: After a critical outage, the datacenter was seen as the cause. A classic audit was to be put out to tender.
• My diagnosis: The technical architecture was not the core problem. What really mattered were the incident, diagnosis, and restart processes, as well as missing transparency around costs and dependencies.
• Impact: The audit was handled pragmatically in-house. The results and budget basis became the foundation for a multi-year international transformation program. After that, I continued as the preferred candidate for a central transformation stream.

• Support for a carve-in project involving 5 sites worldwide (3 in Germany, 3 in the US) as part of a global M&A project
• SAP S/4HANA
• Introduction of structures and best practices, as well as a consistent project management methodology for a global carve-in program
• Optimization of tracking, monitoring, and communication
• Development of a change and communication concept to engage the carve-in sites
• Implementation management, stakeholder management
• Coaching and support for the project team regarding project management and communication
• Establishment of a sustainable communication cascade and structures to support the transformation
• Advising and supporting the client project lead

Management of several MFA methods for centralized authentication within a group. Interface between various stakeholders such as support, financial accounting, developers, and security departments. Assessment of compliance requirements such as KRITIS. Budget controlling and monitoring of KPIs and SLAs. Support with internal and external audits on MFA and with connecting new systems. Review of operational documentation. Participation in steering committees and leadership of service review meetings and decision-making committees.

Tools/Frameworks: FIDO, YubiKey, Veridium, BSI IT-Grundschutz, NIST

• Led the global transformation of Talent Operations by inhousing recruitment technologies, processes, and teams, reducing over 20 external partners to 2, defining the strategy to hire hundreds of internal talent specialists, and redesigning organisational structures and processes worldwide.
• Drove gap analyses and impact assessments and led the global rollout of Beamery, HireVue, and Paradox, covering solution design, pilot markets, global deployment, and hypercare, ensuring smooth market transitions and standardised operations.
• Developed and maintained detailed project plans, timelines, milestones, RAID logs, and governance routines, leveraging SharePoint as the central platform for programme documentation, rollout artefacts, approvals, and decision tracking.
• Coordinated cross-functional stakeholders including HR, IT, regional teams, and external vendors, using SharePoint-based documentation and governance frameworks to align requirements, manage dependencies, and resolve delivery issues.
• Conducted gap analyses and impact assessments across Paradox, Beamery, and Workday to ensure pilot readiness and global launch success, with outputs captured and governed through SharePoint.
• Built and executed comprehensive change management plans using ADKAR methodology, covering stakeholder mapping, communications, training, and adoption activities, supported by SharePoint-hosted enablement materials and rollout documentation.
• Broke down silos across regions and functions to drive adoption of new systems, processes, and ways of working.
• Tracked adoption metrics and user feedback post-deployment, driving continuous improvement in user experience and operational performance.

"ZLF – Future Billing Solution"

Cross-module S/4HANA

• Technical consulting and development in the area of S/4 Master Data Governance (MDG-BP)
• Various developments in HR-BP integration, order-to-cash, SAP CAR analytics data modeling, interfaces from and to third-party systems. (native HANA, CDS, RAP, Fiori Elements, OData)

• Overall leadership of several strategic operations projects focusing on Workplace Services, SLA Framework, access management, certificate management, e-learning, backup & recovery, test management, and capacity management, as well as the introduction of system monitoring and feasibility studies for 24x7 operations, in some cases including implementation in ServiceNow
• Creation of various ServiceNow operating concepts covering training, access rights, and emergency management as part of a new cloud hosting initiative for the ServiceNow platform
• Executive board reports and leadership of steering committees as part of company-wide strategic objectives, as well as the establishment of new balanced scorecards for measuring KPIs related to optimization-driven project results

• Design and implementation of new functionalities in the areas of Lifecycle Management (LCM), Role Management (RLM) and Access Governance

• Adjustment of the company-wide Segregation of Duties (SoD) matrix to ensure regulatory and internal compliance requirements

• Further development and configuration of recertification processes

• Creation and adaptation of custom workflows, rules and tasks in SailPoint IdentityIQ (BeanShell, XML, Java)

• Use of static code analysis with SonarQube to ensure code quality and compliance with defined development standards

• Regular code reviews within the development team to ensure quality, share knowledge and follow clean code principles

• Work in an agile Scrum team with daily communication, sprint planning and reviews

• Coordination with testers, test managers and business departments to ensure quality and smooth production rollout

• Active involvement in release planning and deployment coordination, including test preparation, cutover activities and rollback strategies

• Analysis and sustainable resolution of issues in the IAM production environment (2nd- and 3rd-level support)

• Reproduction of complex errors, identification of root causes and implementation of lasting fixes

• Creation of technical analyses and recommendations for operations and further development

• Strategic Marketing
• Responsible for defining and presenting the overall go-to-market strategy to management and stakeholders
• Leading and optimizing comprehensive marketing campaigns, including concept, execution, and performance tracking
• Monitoring and adjusting marketing activities to maximize efficiency and ROI
• Overall responsibility for planning, allocating, and controlling the marketing budget
• Working closely with the global marketing team (NL & DE)
• Extended responsibility for digital marketing, including the strategic development of digital marketing initiatives with SEO principles to improve visibility and findability
• Responsible for the full management and ongoing optimization of the website, including SEO measures to increase organic traffic and improve rankings
• Monitoring and strategic alignment of Google Ads, Bing Ads, and LinkedIn Lead Generation Ads
• Development and implementation of innovative landing page concepts and Pardot flows to support campaigns, designed according to the latest SEO standards to optimize conversion rates
• Creating and presenting a comprehensive social media editorial plan
• Leading brand marketing and lead generation, including the strategic positioning of the NorthC brand in the ICT, Finance and HealthCare, public sector & administration, and HPC/AI segments
• Running campaigns to increase awareness and brand presence
• Developing and implementing an employer branding strategy that strengthened the company profile as an attractive employer, increased employee retention, and contributed to successful recruiting as well as strong employee growth
• Developing and leading lead generation initiatives and campaigns
• Managing strategic sponsorship partnerships to strengthen the brand and generate leads
• Overall management of event marketing projects: strategic planning, coordination, and execution of offline and online events
• Responsible for the online and offline implementation of the NorthC brand at datacenter locations
• Planning and execution of the local content strategy
• Creating content such as white papers, or managing external assignments
• Uploading content into a content management system (CMS)
• Data-driven performance analysis and optimization of measures
• Continuous optimization of content and web presence

• Strategic planning, detailed technical preparation and operational management of an email gateway migration in a security-critical government environment.
• Preparation of the technical specification and development of technical concepts and migration approaches in line with BSI requirements.
• Technical requirements management with business units, information security and operations.
• Coordination of external service providers, integrators and implementation partners; maintenance of project plans, milestones, resources, risks and dependencies.
• Regular reporting to project management, the program environment and internal stakeholders.

• Sub-project management for the POC

• Requirements for network management coupling

• Coordination of internal project teams

• Evaluation of lab and test results

• Proof of concept

• Validation of the technical specification

• Preparation for RFQ

• Project Management Office: analysis and setup, master plan, standardized project planning (generic work breakdown structure according to HERMES), earned value management, milestone trend analysis.

• Finance management at portfolio, program and project level.

• Resource management and single point of contact for resource procurement (human resources / operating costs / investments).

• Process management.

• Implementation of a program management tool for unified program and project management.

• Program controlling: finance management, earned value management, milestone trend analysis, consolidation of project budgets, actual costs and forecasts at the program level.

• Variance analyses at program level.

• Transition from total cost view to commitment credit view (federal administration terminology).

• Calculation of available reserves (rolling), forecasts and scenarios.

• Monthly, quarterly, half-year and annual reports, preparation of annual planning at program level, special analyses / ad-hoc reports.

• Project controlling: support for project managers in project planning, earned value management, milestone trend analysis.

• Review of projects for budget compliance, adherence to phases and schedules, deliverables, resource planning and deployment.

• Variance analyses at project level, special analyses / ad-hoc reports.

• Resource management: resource planning based on program and project plans, review of timesheets.

• Supply chain (until April 2022): single point of contact for resource procurement (human resources / operating costs / investments).

• Change management: involvement in change management for cost-relevant changes (change requests), tracking of service contract price for contract-related changes, participation in change control boards / decision boards at management level.

• Establishment of controlling structures in a new Swiss federal agency (becoming a federal office as of January 1, 2024) since April 2022.

• Credit monitoring with validation of actual costs and commitment values.

• Resource management: cross-project resource planning (HRP).

• Earned value analysis and milestone trend analysis for key ICT projects of the federal government.

• Participation in the introduction of the JIRA Tempo module.

• Tools & methods: HERMES 5.1 / Agile HERMES, Sciforma 7, JIRA, Confluence, Tempo, Signavio, Microsoft SharePoint, Microsoft Office Prof., Excel-VBA.