Alexander H.-Senior Product & Strategy Consultant Strategic Product Management, Product & Platform Development, Go-to-Market,

Design, development, and market launch of digital products and platforms – from strategic alignment and agile implementation to Go-to-Market and Go-Live, integrating AI into processes and products

Implementation of a Data-Driven Customer Engagement Platform

Design of an organizational target model for data-driven customer engagement as part of the implementation of SAP S/4HANA and new customer data-based platforms. Goal: to structure future collaboration between headquarters and subsidiaries and define an effective framework for using data-driven opportunities.

Tasks:

• Analysis of the initial situation in the context of new data and CRM capabilities
• Structuring and facilitation of workshops to clarify the target model and use cases (target group management, communication processes, content marketing)
• Derivation of the capabilities required for data-driven customer engagement
• Development and evaluation of organizational and collaboration models, including a recommendation for decision-making

Results:

• Clearly defined target model for future customer engagement
• Transparent roles and responsibilities between the holding company and subsidiaries
• Decision-ready organizational options (central / hybrid / decentralized)
• Foundation for data-driven customer communication and governance

Optimization of collaboration between Sales and the energy platform provider

Strategic and operational stabilization and realignment of the collaboration between enercity and its IT subsidiary Lynqtech. Goal: to establish operational stability, further develop strategically relevant capabilities, and create a future-ready operating model including governance, service, and strategic office.

Tasks:

• Contributing to the setup and operation of the Strategic Office
• Analysis of the energy platform provider’s operational and strategic starting position (stability, capabilities, operating model)
• Development of target models, levels of ambition, and strategic scenarios
• Preparation of decision papers for management and committees
• Definition of a future-ready collaboration and governance model between Sales, the platform provider, and technology partners

Results:

• Clearly defined strategic target model for the energy platform provider
• Transparency regarding need for action, level of ambition, and priorities
• Foundation for a future-ready operating model
• Improved decision-making at management and shareholder level

Design, development, and launch of a dynamic electricity tariff

Design, development, and launch of a dynamic electricity tariff for several brands. The goal was the cross-brand launch of an innovative price-variable tariff as a key element of the energy transition, digitalization, and the flexibility of electricity consumption. The project covered strategy, product design, IT integration, regulatory coordination, and coordinated go-live management across two brands.

Responsibilities:

• Overall coordination of the program as PMO Lead for both brands
• Strategic and functional design of the dynamic tariff (product logic, target groups, value proposition)
• Cross-brand coordination and harmonization of product, process, and IT logic
• Management of interdisciplinary epics (product, IT, billing, market communication, legal, marketing)
• Preparation of decision papers for management and committees
• Ensuring schedule, quality, and dependency management through to go-live

Results:

• Successful market launch of a dynamic electricity tariff for two brands
• Established end-to-end processes from procurement to billing
• Effective cross-brand governance and management structure
• Reduced time-to-market through coordinated implementation

Design and further development of an over-the-air update platform

Design and further development of the over-the-air update platform for the MEB platform in the connected-car ecosystem. The goal was the functional and technical advancement of OTA capabilities as a key element of the Software-Defined Vehicle strategy.

Responsibilities:

• Leading the Conception Team in the SAFe setup
• Functional and technical design of the OTA update platform
• Structuring and prioritizing functional requirements for OTA use cases
• Translating business requirements into functional architectures
• Close coordination with architecture, development, and platform stakeholders
• Ensuring consistency between the platform vision, requirements, and implementation

Results:

• Clearly structured functional target architecture for the OTA platform
• Shared understanding of requirements and platform capabilities
• Improved coordination between business, architecture, and development

Business Capability Mapping for the OTA Update Platform

Development of a business capability mapping for an OTA update platform in the context of connected commercial vehicles. Goal: to map the platform’s business capabilities in a structured way and create a reliable basis for architecture, investment, and further development decisions.

Responsibilities:

• Analysis of the existing OTA platform and related digital services
• Structuring and modeling of business capabilities along the OTA value chain
• Mapping capabilities to business processes, systems, and platform components
• Identification of capability gaps, redundancies, and dependencies

Results:

• Transparent business capability map for the OTA platform
• Shared understanding of business and IT capabilities
• Improved basis for decisions on further development and investments

Development of a Connected Car Platform for Over-the-Air Updates

Development of a connected car platform (Internet of Vehicles) for conducting over-the-air (OTA) software updates for vehicles. Goal: to build a scalable, secure, and cloud-based platform as part of the group’s digital vehicle architecture.

Responsibilities:

• Product ownership for the IoV platform in a scaled agile environment (SAFe)
• Definition, prioritization, and maintenance of epics, features, and user stories for OTA updates
• Translation of customer requirements into actionable product requirements
• Management of the backlog and coordination with multiple development teams (ART context)
• Close collaboration with architecture, DevOps, and development teams
• Coordination between OEM and development

Results:

• Scalable IoV platform for secure OTA updates developed
• Scalability, security, and platform stability ensured

Design and Development of a Cross-Brand Customer Identity & Access Management (CIAM)

Strategic design of a cross-brand Customer Identity & Access Management as part of a digitalization program in sales. Goal: to establish consistent, secure, and scalable identity and access management for customers across multiple brands, channels, and digital platforms.

Responsibilities:

• Analysis of the existing identity, login, and customer account landscape across brands
• Definition of a cross-brand target vision for CIAM
• Development of business requirements (customer perspective, data protection, user experience)
• Derivation of technical guidelines and architecture principles
• Preparation of decision papers and recommendations for management

Results:

• Clearly defined target vision for a cross-brand CIAM
• Consistent business and technical guidelines for implementation
• Reduced complexity and risks through a consistent identity strategy
• Sound basis for decisions by management and IT
• Foundation for a scalable, customer-friendly login and account solution

Redesign of the product portfolio for the housing industry

Strategic redesign and structuring of the product and service portfolio for the housing industry. Goal: a clear, customer-focused portfolio logic for housing companies as well as improved internal management and marketing.

Responsibilities:

• Analysis of the existing product and service portfolio
• Analysis of the requirements and needs of housing companies and property owners
• Development of a clear portfolio and offering structure (modules, bundles, target groups)
• Definition of product clusters and service components
• Derivation of positioning, value proposition and offering logic
• Preparation of decision papers and recommendations for management and sales

Results:

• Clearly structured, customer-focused product portfolio for the housing industry
• Improved clarity and marketability of the offerings
• Consistent portfolio logic as a foundation for sales, marketing and further development
• Increased decision-making confidence for management and business units

Strategic repositioning of the solar offering

Strategic analysis and realignment of the solar offering of a nationwide energy provider. Goal: increasing the competitiveness, scalability and economic attractiveness of the solar portfolio. Focus on end-to-end processes, market positioning and management decision-making.

Responsibilities:

• Process analyses across the solar value chain (sales, quotation preparation, installation, operations)
• Market and competitive analyses (PV providers, energy service providers, platform models)
• Analysis of the existing product and service portfolio
• Identification of weaknesses, scalability and optimization potential

Results:

• Transparent basis for decisions on the future direction of the solar offering
• Clearly prioritized strategic options for action
• Identified optimization and scalability potential across the process chain
• Increased management clarity regarding the positioning of the solar offering in the competitive environment

Development and Introduction of a System for Software Licensing for Embedded Software

Design and introduction of a system for software licensing for Embedded Devices (Gateways). Customers can purchase additional functional modules that are activated on the devices. The previously manual pre-installation process led to incorrect deliveries and complaints. Objective: End-to-end automation from sales and production to customer service, as well as integration into the existing system landscape.

Responsibilities:

• Collection of requirements from production, development, customer service and sales
• Derivation of work packages and creation of the roadmap
• Establishment and execution of stakeholder communication
• Evaluation of alternative courses of action and possible solutions, moderation of the selection process
• Management of the development and introduction of the licensing system

Results:

• Automated end-to-end licensing process established
• Significant reduction in incorrect deliveries and complaints
• Scalable foundation for a profitable software and after-sales business
• Better integration of sales, production and customer service
• Improved transparency and control of licensing processes

Freelance engineering services in the field of electrical and energy engineering, with a focus on the planning and implementation of photovoltaic systems.