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

Transformation assignment: IT Operating Model and Governance

• Management of the operationalization of a new IT operating model for a service- and customer-oriented organization in the managed services and Microsoft 365 environment.
• Translation of the target organizational model into concrete roles, responsibilities, organizational elements, decision-making paths and collaboration principles.
• Design and operationalization of a layered model with autonomous delivery teams, supporting units and clearly defined governance functions.
• Design of governance for Service Delivery Management, People Leads, Global Service Owners (GSO), operational teams, clusters and management committees.
• Structuring of the transformation rollout into ramp-up, implementation, hardening and operations, as well as development of kick-off, communication and feedback formats.
• Further development of PMO and office structures as well as portfolio and workforce management to create transparency around resources, risks, dependencies and decision requirements.
• Facilitation of cross-functional workshops and decision-making meetings, and translation of different stakeholder interests into actionable principles, rules and measures.

Interim assignment: IT Service and Operations Management

• Assumption of operational responsibility for Citrix and AD/Access, including incident, escalation, transition and quality management in day-to-day operations.
• Clarification of operational interfaces and clear separation of responsibilities between internal units, Service Delivery Management and external service providers.
• Conduct of structured GAP analyses of existing service descriptions, preparation of make-or-buy decisions and clarification of roles with KPI integration.
• Management of conflicting objectives, dependencies and escalations in complex customer, operations and transformation situations.

Selected results

• The transformation target model was translated into directly 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-organized 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

• Managed and coordinated 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 departments, auditors and service providers to promote constructive cooperation
• Actively supported 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

• Establishment 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

• Professional management 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 sick notes
• Consolidation of product requirements and integration of them as a service into the platform
• Support of external and internal stakeholders
• Ensuring the achievement of all project goals and taking responsibility for successful delivery
• Implementation of process standardization to improve the product
• Introduction of the electronic patient record on January 1, 2021
• Collaboration with international teams in an agile project
• Requirements management with gematik
• Hybrid project management in fixed release cycles

• Functional leadership 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 (€500k)
• 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 display revenue and monitor key figures
• Increased revenue through targeted market interventions
• Definition and implementation of the "Partner Dialogue"

• Support during the rollout of the new CRM sales software
• Moderation and delivery of system and user training for financial advisors
• Creation of concepts and trainer guides for mobile iPad use in the field
• Creation of solution portfolios for the field sales force
• Analysis of sales requirements and integration into project processes
• Co-development, testing and implementation of a cloud solution supporting sales
• Creation of usability concepts for the sales cloud system
• Subject-matter contribution to the CRM system extension
• Project management of a web-based training solution for the field sales force
• Strategic direction of the "Lifelong Learning" initiative
• Gap analysis of existing knowledge-sharing channels and market analysis of platform solutions
• Recommendation of cooperation partners and action plan for implementation
• Preparation and delivery of cross-departmental workshops to realign the organization