Andreas S.-Interim Manager | Senior PMO | Project & Transformation Manager

Transformation mandate: IT operating model and governance

• Managed the operationalization of a new IT operating model for a service- and customer-oriented organization in the managed services and Microsoft 365 environment.
• Translated the organizational target vision into concrete roles, responsibilities, organizational elements, decision-making paths and collaboration principles.
• Designed and operationalized a layered model with autonomous delivery teams, supporting units and clearly defined governance functions.
• Designed governance for Service Delivery Management, People Leads, Global Service Owner (GSO), operational teams, clusters and management committees.
• Structured the transformation rollout into ramp-up, implementation, stabilization and operations, and developed kick-off, communication and feedback formats.
• Further developed PMO and office structures as well as portfolio and workforce management to create transparency on resources, risks, dependencies and decision-making needs.
• Facilitated cross-functional workshops and decision-making meetings and translated different stakeholder interests into implementable principles, rules and actions.

Interim mandate: IT service and operations management

• Took over operational responsibility for Citrix and AD/Access, including incident, escalation, transition and quality management in day-to-day operations.
• Clarified operational interfaces and clearly defined responsibilities between internal units, Service Delivery Management and external service providers.
• Conducted structured GAP analyses of existing service descriptions, prepared make-or-buy decisions and clarified roles with KPI integration.
• Managed conflicting objectives, dependencies and escalations in complex customer, operations and transformation situations.

Selected results

• The transformation target vision was translated into practically applicable roles, governance rules, organizational elements and rollout formats.
• Decision-making paths, responsibilities and interfaces between operational delivery, supporting functions and management were described transparently and bindingly.
• The foundations for self-managed teams, standardized service descriptions and reliable portfolio, resource and management transparency were established.

Methods: Operating model design, governance design, RACI, GAP analysis, stakeholder analysis, workshop facilitation, change communication, risk and escalation management, KPI and service management

• Led and managed data security processes in the Business-to-Partner sector (B2P)
• Organized and conducted workshops, team meetings and decision-making committees
• Established clear schedules to optimize data protection practices and support strategic development
• Created and maintained change reports and documented current-state assessments
• Provided regular reports to management and stakeholders to monitor progress and ensure transparency
• Identified and highlighted deviations from the planned scope in cooperation with data protection officers
• Communicated with business units, auditors and service providers to promote constructive collaboration
• Actively participated in the BfDi audit and integrated the findings into process improvements
• Developed and implemented a clearly structured process for internal assessments
• Created and implemented training concepts to develop skills in data protection and compliance

• Prepared and supported change communication for the executive management
• Led organizational development workshops
• Coordinated activities across projects

• Development and further development of the knowledge base for end customers
• Training of pilot customers for their initial registration in the SaaS solution
• Support with testing activities

• Functional leadership of 25 project employees
• Management and coordination of the further development of the electronic patient record, digitalization of treatment and cost plans as well as certificates of incapacity for work
• Consolidation of product requirements and transfer to the platform as a service
• Support of external and internal stakeholders
• Ensuring the achievement of all project objectives and assuming responsibility for success
• Implementation of process standardizations to improve the product
• Introduction of the ePA on 01.01.2021
• Collaboration with international teams in an agile project
• Requirements management with Gematik
• Hybrid project management in fixed release cycles

• Functional management of 15 project employees
• Implementation of Indirect Retail as a sales channel
• Co-development of the Indirect Retail Strategy and management of the Indirect Sales Program
• Responsibility for, administration of and controlling of the channel budget (500 Tsd. €)
• Management of 12 sub-projects in multi-project management
• Internal interface with Retail and cross-departmental collaboration
• Management of partner relationships by organizing partner events
• Restructuring of communication processes for greater transparency and efficiency
• Development of agile sales projects
• Introduction of a Sales Map to visualize revenue and monitor key figures
• Increasing revenue through targeted market interventions
• Definition and implementation of the "Partner Dialog"

• Support during the rollout of the new CRM sales software
• Moderation and training of system and user training sessions for financial advisors
• Creation of concepts and trainer guides for mobile iPad use in the field
• Creation of solution portfolios for the field
• Analysis of sales requirements and integration into project processes
• Co-development, testing and introduction of a cloud solution supporting sales
• Creation of usability concepts for the sales cloud system
• Subject-matter involvement in the CRM system enhancement
• Project management of a web-based training solution for the field
• Strategic alignment of the "Lifelong Learning" initiative
• GAP analysis of existing knowledge transfer channels and market analysis of platform solutions
• Recommendation of cooperation partners and action plan for implementation
• Preparation and execution of cross-departmental workshops for realignment