Alexander N.-Senior IT Project & Rollout Manager · 10+ Years of Experience

Designed and implemented a GDPR-compliant hybrid organization at holding level, in which specialized AI agents and automated workflows work together with employees. Implementation as part of the MBAI® (Masterclass Business with AI, Leaders of AI) training across the Executive Office, Business Development, Marketing, Sales and HR functions. The next step is the transition into standard operations across all operating companies.

• Analyzed business processes for each function and prioritized AI use cases through a structured use-case process
• Designed an agent architecture based on the principle “one agent, one clearly defined task”: specialized assistants for each function, coordinated by an AI team lead
• Built AI assistants and agents with Microsoft Copilot (prompts, agents, workflows, automations) for the Executive Office, Business Development, Marketing and Sales, and integrated them into existing Microsoft 365 processes
• Implemented recurring activities as automated workflows with clearly defined handover points between people and agents
• Defined GDPR-compliant safeguards: data classification, processing of personal and customer data exclusively on EU-hosted systems, and human approval and control points
• Developed an internal AI policy and governance rules for the use of AI, responsibilities and quality assurance of AI results in line with TISAX
• Prepared the rollout of the hybrid organization from the holding company into standard operations across all operating companies
• Transferred findings into a reusable assessment and consulting framework for introducing AI agent structures for clients

Tech / Methods: Agentic Workflows, Prompt Engineering, Microsoft 365 / Copilot, Claude, ChatGPT, Workflow Automation, GDPR, AI Governance, Change Management

Independently designed and operationally implemented the TISAX Level 2 certification of Foxy Consulting GmbH — from policies and contracts to IT configuration and audit preparation, through to successful completion with a three-year TISAX label.

• Adopted the DCO framework from secjur (cloud-based data protection and compliance tool) and customized it for Foxy Consulting
• Designed and implemented a complete policy catalog (information, access, supplier and business continuity management)
• Set up the complete contract framework in line with TISAX (confidentiality, data processing, supplier clauses)
• Created and established checklists for all TISAX-relevant processes
• Implemented IT configuration in line with the policies (endpoint security, access management, backup, business continuity planning)
• Managed the risk assessment and protection needs analysis for all business processes
• Independently managed audit preparation, ENX portal registration and the corrective action plan
• Successfully completed the TISAX Level 2 audit — achieved a three-year label

Tech / Methods: TISAX Level 2, VDA ISA, secjur DCO, Policy and Contract Management, IT Configuration, Risk Management

Transformed a highly analog mid-sized sports organization toward standardized, automated and AI-supported core processes. Identified issues in established processes, followed by step-by-step standardization, automation and digitalization — with the aim of reducing human error and increasing process speed. Two optimization streams: billing and liquidity processes supported by AI (Microsoft Copilot), and the sustainable improvement of internal information flow between operational consultants through a central platform with a knowledge base and task planning (EnsKAI). Outcome: Higher process speed, reduced opportunity and downtime costs.

• Systematically identified and made transparent issues in established processes
• Standardized and gradually automated core processes — focusing on billing, liquidity planning and contract management
• Introduced an AI layer (Microsoft Copilot) to support billing and contract tracking processes
• Created transparency around billing periods — provided the back office with clear triggers for what must be billed and when
• Set up liquidity planning — consolidated projected incoming payments, expiring contracts and consultant partner payout dates
• Systematically reduced human error through digitalization
• Specified technical requirements in close coordination with accounting and external development partners
• Sustainably ensured internal information flow between operational consultants through the EnsKAI platform — consolidated player support, club requirements management and contact management, built a knowledge base and made tasks plannable
• Conducted market research and preliminary negotiations for the EnsKAI solution tailored to requirements
• Created and maintained dashboards for tracking due incoming and outgoing payments

Tech / Methods: Agile Project Management, UML, SAFe (Development), Microsoft Copilot, EnsKAI, Process Standardization & Automation

Implementation of the Qualified Electronic Signature (QES) in leasing and financing processes for the German retail network, serving private and business customers. Preparation and execution of pilot and mass rollout, as well as organizational transformation from decentralized to centralized rollout structures. Onboarding and operational management of outsourced services — external service providers for training delivery, support processes and user communication.

• Implemented PMO processes for planning, status tracking, reporting and committee preparation alongside rollout responsibility
• Designed and established a central rollout framework to replace decentralized rollout structures
• Designed, established and continuously maintained implementation, training, support and communication concepts for the digital signature
• Planned rollout waves — established KPI-based reporting and dashboards for quantitative and qualitative progress
• Onboarded and operationally managed external service providers for training delivery, support and user communication; established support and operations processes with the service provider network and transitioned them into regular operations
• Onboarded the rollout team (trainers, sales, back office) and enabled them for pilot and mass rollout
• Defined and managed escalation and legal clarification processes with the customer — prepared user requirements and complaints in a target-group-oriented manner
• Prequalified, documented and archived agreements, business approvals and technical activations
• Managed regular stakeholder meetings for process optimization and risk management; derived recommendations for management
• Ensured data protection requirements throughout management and escalation processes — interface to corporate data protection and compliance for the processing of personal customer and contract data (private and business customers)

Tech / Methods: Kanban (project leadership), Scrum (rollout), Waterfall (development), Jira, Confluence

Sole responsibility for the design, planning and management of the global rollout of the central authentication platform in Sales and Aftersales to more than 180 importers, as well as enabling and managing the subsequent dealer rollout in the markets. Onboarding and operational management of outsourced services — both external service providers (market-side support, training delivery, communication channels) and internal central corporate service providers (back office, IT operations, 2nd-level support). Global travel to directly manage international teams — including on-site coordination of the Asian team in Singapore.

• Implemented PMO processes for planning, status tracking, reporting and committee preparation alongside rollout responsibility
• Solely managed the global rollout of the central authentication platform to 180+ importers — end-to-end from rollout planning and wave allocation through live operations
• Managed the onboarding of external service providers (market-side support, training delivery, communication channels) and internal central corporate service providers (back office, IT operations, 2nd-level support) across the entire delivery chain
• Designed, established and operationally managed support and operations processes between external and central service providers — including clarification of roles and responsibilities, SLA and escalation structures
• Developed and implemented a global Train-The-Trainer rollout concept; onboarded a rollout team across service providers
• Designed and implemented communication and training materials
• Planned test cases, UATs and rollout waves; created and approved user stories for the KPI-based reporting and dashboard web app
• Coordinated escalation and legal clarification processes with service providers and markets; prepared user requirements in a target-group-oriented manner
• Documented and archived agreements, business approvals and technical activations
• Transferred regular operations and operational service provider management to the line organization after the rollout
• Managed regular stakeholder meetings; evaluated rollout progress in management reporting and derived recommendations for top management

Tech / Methods: milestone trend analysis, ROAM Risk Management, Scrum (development), Train-The-Trainer, Jira, Confluence

Built my own coaching and employer branding brand in Braunschweig, focusing on communication coaching (team building, leadership mentoring) and employer branding consulting in the context of the skilled labor shortage. Supported companies in sharpening their identity, expressing it clearly, and communicating it credibly both internally and externally — with the goal of reducing turnover, identifying suitable applicants, and establishing reliable value propositions for customer acquisition.

• Designed and delivered communication coaching for teams and managers — focusing on team building and leadership mentoring
• Provided employer branding consulting in the context of the skilled labor shortage — supported companies in sharpening and expressing their understanding of their identity
• Developed external brand communication — brought value propositions and employer identity credibly to the market
• Created internal alignment between company identity and employees — goal: reduced turnover, better-matched applications, well-founded customer acquisition
• Built my own brand and customer acquisition independently

Tech / Methods: Coaching, Employer Branding, Brand Communication, Workshop Facilitation, Identity and Values Work

BGM pilot project for toom Baumarkt GmbH (REWE Group subsidiary) — concept development, assessment of the current situation, and creation of an action catalog as the basis for a nationwide rollout.

• Developed and implemented a BGM concept for toom Baumarkt GmbH
• Designed, conducted, and analyzed in detail an employee survey to assess the current situation in the stores
• Created a comprehensive BGF action catalog for toom Baumärkte as the basis for a nationwide rollout
• Organized and supported a health week in the toom Baumärkte
• Managed scheduling and stakeholder coordination with external partners
• Presented the project at store manager meetings and an ASA meeting
• Conducted data collection through external calls and evaluated the health week

Tech / Methods: BGM & BGF Methodology, Employee Survey, Stakeholder Coordination, Evaluation