Project Management Professional (PMP)

• Project management and consulting services with a focus on IT interim management: digitalization of corporate management, including processes and applications
• Assessment of the entire IT infrastructure, including applications, core processes and contracts, including cost optimization
• Evaluation and implementation of solutions to promote digitalization in the company in the areas of property management, CRM, invoice review and approval processes, smart metering, DMS and time tracking
• Digitization of file folders and introduction of SharePoint and Microsoft Teams as central document and communication platforms
• Design and delivery of an AI workshop, including the rollout of AI tools to increase efficiency and transparency in key business processes
• Preparation of training materials and delivery of user training for newly introduced digital processes and solutions

• Managed the integrated SAP S/4HANA delivery plan for 12 BTS workstreams, including milestone, dependency, and governance management.
• Coordinated end-to-end delivery across Business, IT, and Operations, focusing on execution, readiness, and issue resolution.
• Responsible for RAID, test, cutover, and deployment management to ensure a successful go-live.
• Implemented KPI tracking, status reporting, and PMO governance to provide transparent management of performance, risks, and escalations.

• Rubix is Europe’s largest supplier of industrial parts and maintenance solutions (approx. 3 bn € turnover, private equity owned). Reported to the COO of the DACH subsidiary, leading a major restructuring project.
• Project Governance: Established robust governance structures (project charter, governance plan, communication structures), ensuring transparency and executive alignment.
• Logistics Restructuring: Consolidated multiple distribution centers into two central hubs, optimizing cost efficiency and service levels.
• Team Leadership: Directed a core team of 9, guiding planning and execution in a dynamic, fast-paced setting.
• Project Planning: Developed and validated a comprehensive project plan, translating high-level milestones into actionable work packages.
• Risk Management: Implemented risk register and root-cause analysis to proactively mitigate project risks.
• C-level Reporting: Presented project status and recommendations to the Steering Committee (CEO and executive board).
• Stakeholder Management: Managed alignment and engagement with diverse stakeholders in a private equity context.
• Budget Oversight: Managed a project budget exceeding 3 million €.
• Effective project governance and clear communication are essential for stakeholder alignment and successful transformation.

The client operates a SaaS platform for managing rail and intermodal transport (Rail-Flow Transport Management Platform).

For two of its customers, it was looking for a 3-month project management replacement. Both customers offer rail and intermodal transport services. Implementation progress differs: one customer is already live and wanted its Phase 2 enhancements implemented; the other customer is implementing its MVP and entering an intensive testing phase.

As part of the assignment, project management was taken over, including management of the internal development team (offshore Turkey).

• Took over complete project management for 2 customer projects, including the roles of Product Owner and Co-Scrum Master
• Managed agile implementation teams consisting of business analysts, implementation consultants, developers (offshore) and QA staff
• Ensured compliance with and further development of project governance
• Planning and rollout management: creation and maintenance of project and rollout plans as well as coordination of role assignments with the client’s management
• Requirements and change management: management of contractual requirements, bugs and changes
• Customer and project communication: organization and moderation of status meetings and steering committees
• Identification of project risks, initiation of countermeasures and escalation
• Ensured correct and timely invoicing for project services together with Finance

Methods: Scheduling (forward- and backward-based), including milestone planning, structured interviews, multi-project management (in English)

Tools / Technologies: Jira, Confluence / Atlas, Claude (Skills, Artifacts), MS Outlook

• Built a scalable nearshore IT developer hub (Croatia, Czech Republic, Poland) as an independent company through a BOT model (Build – Operate – Transfer)
• Identified, selected, and managed full-service agencies; introduced management and control mechanisms, including KPIs, SLAs, and regular service reviews
• Prepared and reviewed data processing agreements and framework contracts in coordination with Legal & Compliance; integrated regulatory requirements (including KRITIS) into process design
• Advised on cloud vs. on-premise strategies, data storage, and authorization concepts; supported Procurement with tendering and service provider evaluations
• Managed change and process harmonization between internal teams and nearshore partners; reported to executive management, CFO, and CIO

Result: Scalable IT developer hub with an audit-ready governance model, reduced operating costs, and accelerated product development.

• SAP S/4HANA upgrade from Release 2021 to 2025 and FI/CO transformation as part of a new TOM. Four streams and two SAP service providers; management during ongoing operations.

• Overall responsibility for time, quality and budget as well as cross-stream coordination of the four streams

• Coordination of process streams, business functions and SAP service providers

• Establishment and management of governance, planning, risks, dependencies, resources and escalations

• Provider management, regular management reporting, and preparation and execution of project and Steering Committee meetings

• Responsibility as Test Manager for test strategy, test planning, UAT, defect management and acceptance

• Result: Successful preparation for Go-live on 28.09.2026 during ongoing operations; quality and the planned absence of production interruptions ensured. Project governance established and positive feedback from management and stakeholders.

• Developed a market entry strategy for the claims division of an insurance services provider.
• Analyzed and optimized existing claims processes.
• Defined management metrics and KPIs to improve performance and efficiency.
• Advised management on market positioning and process digitalization.
• Led an IT team of 13 employees as part of an interim vacancy cover.
• Ensured stable IT operations and managed external IT service providers.
• Led regulatory projects, particularly the implementation of the DORA regulation.
• Prepared and supported an IT security audit.
• Change management and conflict moderation in a challenging transformation environment (FI migration).

• Conclusion of partner agreements with OnePlan (portfolio management) and ForProject/EVMS (project controlling); ongoing qualification and implementation of both tools.
• Project management for the relaunch of [link] with a new focus on integrated PM/PPM toolchains.
• Development and implementation of approx. 60 PM standard methods (PMSP, CMSP, QMSP) according to ICB4 & PMBoK8 as a database application on MS Power Automate / M365 / MS Project, with a planned cloud launch in 2025.
• Deployment and cut-over standard process defined as Quality Gate QG07: go-live plan, cut-over plan, communication package, production launch, smoke test in production, hypercare team, incident and SLA management, confirmation of production stability and operational handover.
• Development of a classification and retrieval system (TOC) for ChatGPT projects to enable immediate cross-application object activation.

Tools: LinkedIn, Claude, ChatGPT, Gemini, Infinity, MS Copilot, OnePlan, EVMS/ForProject, Power Automate, SQL DB, O365, MS Project, MS Cloud, ICB4, PMBoK7, M365, Teams

• Project management for customer projects
• Requirements analysis
• Product Owner

• Developed business strategy, positioning, and market approach for a new B2B and B2C trading company.
• Designed and implemented the corporate website and online shop end to end, and coordinated suppliers and digital sales capabilities.

• Elevator emergency call reorganization project: Project to evaluate and define a new technical solution for connecting elevator emergency calls for all facilities of DB InfraGO passenger stations.

• Objectives: Secure, redundant connection of all locations across Germany. Definition of the technical solution, documentation, subject-matter support and management of specialist and line organizations.

• Identification and commissioning of technical solutions.

• Management of documentation and approval of the technical solution in DB regulations.

• Definition and tracking of the roadmap for describing the solution.

• Preparation of a rollout plan to avoid shutdowns.

• Coordination and implementation of decision proposals for steering committees.

• Communication of the solution to all committees and regional areas.

Context: Corporate transformation - Establishment of a central unit for Corporate Management & Transformation

• ▪ Established and managed the newly created Corporate Management & Transformation department on an interim basis
• ▪ Defined the Target Operating Model as well as the tasks, responsibilities and governance structures of the new unit
• ▪ Established company-wide project portfolio management for the transparent prioritization and management of strategic projects and initiatives
• ▪ Developed governance, decision-making and escalation processes for transformation and change initiatives
• ▪ Designed company-wide process management with an end-to-end process map, defined process responsibilities and consistent process governance
• ▪ Further developed standards and methods for project management, change management and organizational development
• ▪ Managed and supported strategic transformation, digitalization and organizational projects across the company
• ▪ Established systematic benefits realization to measure and track the benefits of change initiatives
• ▪ Advised the management on the prioritization, governance and organizational integration of company-wide change initiatives---

In-house consulting provider and driver of transformation within the group, multi-stakeholder environment and C-level.

Realignment and stabilization of a cross-functional transformation and scaling program within the group. Sharpening the target picture, priorities, and set of measures, as well as building reliable governance, planning, and steering structures. Structuring roles, responsibilities, and strategic initiatives while including AI and IT automation ideas.

• Designed program realignment and project portfolio management

• Developed strategy model and target picture for IT projects

• Structured portfolio, roadmap, and priorities

• Established governance and regular meetings

• Worked out operating model for flagship projects

• Assessed AI and automation ideas

• Clarified roles and responsibilities

• Implemented change measures

• Developed, moderated, and evaluated workshops

• Transformed 17 initiatives into a steering model

• Increased transparency and decision-making ability

• Strengthened commitment in steering

• Sharpened the operating model structurally

• Integrated three top-5 institutes

• Involved over 80% of stakeholders

• Governance

• Portfolio steering (PPM)

• Change management

• Artificial intelligence

• Workflow automation

• AI use case assessment

• Confluence

• Jira

• Stakeholder management

Overall project management and support for the introduction of digital business models and a scalable marketing architecture. Planning new digital projects and advising on the selection and implementation of suitable ERP systems.

• Overall responsibility for project planning, management, and implementation (time, budget, resources)

• Translating business requirements into viable technical concepts

• Development of platform and system architectures (including CMS and ERP contexts)

• Management of interdisciplinary teams (IT, business departments, external service providers)

• Ensuring quality, testing, and on-time implementation

• Conducting workshops, stakeholder coordination, and management reporting

• Scaling digital business models through agile methods in startups.

• Methodical introduction of innovative digital processes in companies.

• Holistic consulting on the digital transformation of young startups.

• Effective stakeholder management to secure strategic success.

• Managing agile projects to introduce innovative digital models.

• Strategic consulting for startups during the market launch of IT apps.

• Leading cross-functional teams to implement digital concepts.

• Optimizing internal workflows by introducing efficient IT tools.

• Analyzing digital business areas to scale existing services.

• Optimizing business processes through innovative digital solutions.

• Managing complex projects to transform the business into a digital business model.

• Managing digital transformation to introduce new business areas.

• Strategic development of digital services to realign with the market.

• Stabilizing critical project phases through clear structuring and prioritization

• Increasing efficiency by optimizing processes and project management

• Improving cooperation between business and IT through clear interface models

Functional Concepts - Requirements Concepts

KPI Development CMS / ERP

Project Management, Traditional and Agile Project Management - PMO

Conflict Resolution Strategic Planning Agile Methodology Change Management Jira

Process Design and Process Optimization

Project Budget Controlling Finance, especially

Accounting

IT System Implementation Vendor Management Confluence

Miro