Andreas (Thomas) Hofbauer

Verenburg Consulting GmbH is a specialized IT consulting firm that helps companies plan, manage, and implement complex IT projects. As founder and managing partner, I am responsible for the professional and strategic leadership of the company as well as the operational delivery of client projects.

The role includes leading transformation and digitalization initiatives and introducing sustainable, efficient, and user-focused IT solutions. I work closely with management, business units, and IT organizations to ensure clear decision-making structures, transparent communication, and measurable value.

Responsibilities:

• Strategic consulting on digitalization and modernization of IT and organizational structures
• Taking on the professional and strategic leadership of rollout and transition projects
• Planning, managing, and controlling IT projects using traditional and agile methods
• Building, evolving, and implementing IT service management processes (e.g., ITIL)
• Designing and guiding organizational change processes and introducing new role and process models
• Developing and implementing change management measures to sustainably anchor new ways of working
• Leading, coaching, and developing project teams, including facilitating workshops and management formats

Focus Areas & Expertise:

• Rollout and transition management for international and national IT deployments
• IT service management (service transition / service operation / process design)
• Project management (traditional and agile, e.g., Scrum, SAFe, Prince2)
• Organizational development and transformation of operational and service models
• Change management based on recognized models (e.g., ADKAR)
• Strategic digitalization consulting, including requirements analysis and process/system evaluation

Working Style: My approach is highly value-driven, structured, and solution-focused. I combine technical understanding with a business perspective to ensure sound decisions, efficient processes, and sustainable results. Clear communication, transparency, and close coordination with all stakeholders are always at the center.

Project description: The group introduced the Serviceware Financial tool to optimize the automation of IT financial management processes for the following:

• Cost planning
• Price calculation
• Chargeback to internal cost centers
• Reporting to the management level

Besides the introduction of Serviceware Financial, consulting focused mainly on process optimizations of the existing IT controlling processes. To ensure the necessary processes run smoothly in the tool, the interaction between functional and technical requirements analysis played a central role in the project. Standardized and coordinated software development processes, including development on a development system, deployment to a quality instance for testing, and final go-live, were critical success factors alongside an agile project setup based on Scrum. Scrum was especially suitable as a framework for controlling the tool implementation, process consulting, and collaboration between business and technical teams. It provided full transparency over the status of each workstream and allowed results to be presented promptly and changing requirements to be easily adapted.

Role:

• Project Manager

Tasks:

• Project management
• Steering of involved parties (Serviceware consulting, Serviceware development, Wacker Chemie business unit, Wacker Chemie IT)
• Process design
• Requirements engineering
• Technical consulting
• Business consulting
• Project reporting (stakeholder-specific)
• Establishing a standard procedure model in the project

Methods / Technologies:

• IT project management, project coordination
• Stakeholder-specific reporting
• Scrum
• Agile requirements engineering (user stories)
• Escalation management
• Environment / tools: MS Office, MS Visio, Camunda BPMN, Serviceware Financial

The global support organization of a financial services provider faced a major issue: there were no standardized processes within operations, a heterogeneous tool landscape, no clearly defined roles and responsibilities, and no well-defined interfaces to delivery and to the customer. The task was to build and introduce a structured and functioning IT service management organization by implementing automated processes, establishing solid governance, and supporting tools (with the motto 'tool follows process'), and to ensure that employees embrace and sustain the organizational change. The ITSM NEXT project addressed all these points with a strategy consulting team and implemented them step by step using an agile framework.

Role:

• Management Consultant / Consulting Team Lead

Tasks:

• C-level executive consulting
• Organizational development
• Project management
• Agile transformation
• ITSM process design & optimization
• Preparation of RFIs / RFPs
• Sourcing
• Requirements management

Methods / Technologies:

• IT project management, agile, project coordination
• Jira, Confluence, Microsoft Planner, Visio