Andreas S.-Senior Transformation Manager Digitalization & AI | Head of PPM/PMO, Program & Project Management

Vice President Aftermarket DE & Sales Process

Industry: Industry – Retail Solutions

Mandate: Took on the role at the request of management to restructure the Aftermarket division. Gradual transformation from a traditional cost center into a scalable performance unit and profit center

• Focus: Development, approval and implementation of a customer- and product-oriented Aftermarket strategy for DE
• Financial Turnaround: Turnaround of an average monthly loss of -150 Tsd. € into sustainable profitability of up to 100 Tsd. € EBIT per month
• Customer Retention & Revenue Protection: Securing >170 Mio. € in at-risk revenue (framework agreements with key customers) by restoring operational delivery capability during a critical market phase
• Service Quality: Stabilization of availability and Service Level Agreements (SLAs) from < 50% to >80%, as well as reduction of response time for product defects from 12 to 3 months through redesign of the complaints process
• Target Operating Model (TOM): Moving away from the “One-Size-Fits-All” approach toward differentiated service levels. Reorganization of the partner network (>150 technicians) to serve the changing product matrix and fluctuating demand without building fixed costs
• Process Digitalization, Legacy Modernization & Workflow Automation: Replacement of manual service processes with digital end-to-end processes (Ticket-to-Field), including vendor management for >150 external technicians. Reduction of lead times and transaction costs while increasing throughput speed by >90%
• Supply Chain Optimization: Restructuring of spare parts management, especially for critical components (availability <48h instead of 2 weeks), significantly reducing customer downtime
• Organizational Design & Sales Governance: Operational implementation of the sales reorganization (separation of Sales DE vs. International) and introduction of a profit center structure (4 units). Redefinition and rollout of the adapted sales processes
• S/4HANA: Stream Lead for migration of the core sales processes

Subproject Lead SAP DB Migration to S/4HANA Cloud – SAP PO to SAP Integration Suite

Industry: Retail & Industry – Optics (partly critical infrastructure)

Mandate: Transition of SAP R/3 on-premise database structures to an S/4HANA Cloud instance – taking over subproject leadership for the migration from SAP PO to SAP Integration Suite

• Interface Analysis: Survey and documentation of all system-relevant SAP interfaces (SAP R/3 On-Premise) as the basis for the migration strategy to S/4HANA Cloud. Assessment of technical and process dependencies between source and target systems and coordination with business departments and IT architecture
• Testing & Productive Integration: Planning and management of the end-to-end test track (unit, integration and regression tests); coordination of cutover management and go-live support; ensuring productive stability during the hypercare phase
• Project Management: Management of the project with regard to time, budget & quality and stakeholder management

Project Manager Group Governance & Data Protection (DSGVO) – CIO / CTO Office

Industry: Retail & Industry – Optics (partly critical infrastructure)

Mandate: Strategic realignment and implementation of the group-wide data protection management system (DSMS) to safeguard highly sensitive health data; management of governance interfaces between digital strategy (CTO) and technical IT infrastructure (CIO)

• Governance Design & DSMS: Establishment of value-oriented governance by developing globally scalable data protection processes and creating policies and Standard Operating Procedures (SOPs) to ensure group-wide standards
• IT System Assessment & Security: Technical review and professional assessment of IT systems within the CIO's area of responsibility; ensuring accountability through complete documentation of records of processing activities (Privacy by Design)
• Monitoring & Second Line of Defense: Establishment of reporting structures and KPI systems for the Data Protection Officer (DPO); preparation and support of data protection audits to ensure regulatory compliance
• Stakeholder Management: Professional advice to business units on implementing data protection-compliant processes and coordination of interfaces between IT, Legal and operational units

Project Manager Customer Traffic Measurement Upgrade

Industry: Retail & Industry – Optics (partly critical infrastructure)

Mandate: Modernization of customer traffic measurement and foundation for data-driven workforce planning in over 100 stores; end-to-end responsibility from current-state analysis, technology selection and piloting through to the group-wide rollout

• Current-State Analysis & Legacy Assessment: Structured analysis of the existing customer traffic measurement infrastructure, including a complete inventory of legacy systems, their interfaces and integration points within the existing store and IT system landscape. Development of optimization potential in data quality, system stability and scalability as a basis for the technology strategy
• Value Proposition & Requirements Definition: Development of a new business value proposition for customer traffic measurement with direct integration into workforce planning. Definition of the functional and technical requirements for future-proof sensor technology, as well as coordination with business units (Sales, HR, IT Architecture) to ensure process integration
• Market Analysis, Technology Selection & Piloting: Market research and evaluation of available 3D sensor technologies based on defined criteria (accuracy, integration capability, TCO). Coordination and execution of a structured pilot test under real-world conditions and derivation of a reliable rollout decision based on quantitative pilot results
• Rollout & Scaling (>100 stores): Development of a standardized rollout blueprint for the company-wide implementation in over 100 stores. Management of installation, system integration and acceptance during ongoing store operations. Development of a training and change concept as well as ensuring Time, Budget & Quality

Industry: Financial Services (Critical Infrastructure)

Mandate: Consultant and Deputy PMO Lead of a regulatory remediation program at a systemically important large bank; objective: closure of 13 BaFin findings in the area of access rights management for over 20.000 employees; program duration 4 years, partly 7 projects running in parallel, total budget in the mid-double-digit million range

• Deputy PMO Leadership & Governance: Establishment and deputy operational management of the central PMO. Introduction and continuous enhancement of standardized PM processes, tools and templates to professionalize program management and ensure a consistent governance structure across 5–7 parallel sub-projects
• Stakeholder Management: Reporting to program management and stakeholders (including the C-level) as well as direct communication with BaFin during audit appointments. Translation of regulatory requirements into manageable project measures with clear assignment of responsibilities, as well as serving as the central contact for internal and external audit reviews of the program, including coordination of the subsequent remediation activities
• Program Management & Risk Controlling: Cross-project management of sub-projects regarding progress, time, budget, risks and dependencies. Early identification of critical paths and escalation management to ensure regulatory remediation deadlines
• Regulatory Compliance & Audit Readiness: Strategic support for program management in the structured remediation and formulation of the 13 BaFin findings. Ensuring documentation quality and evidence to the supervisory authority

Industry: Financial services (systemically important)

Mandate: Project management for the introduction of a new contract type in an existing insurance legacy system; objective: functional and technical integration of the new product type into the insurance company's established system landscape while complying with regulatory and process requirements

• Current-state analysis & functional design: Structured assessment of existing processes and systematic comparison with the client's functional target requirements. Derivation of specific areas for action and adaptation requirements in the legacy system, and consolidation of the results into a reliable functional concept as a binding basis for development and technical implementation
• Legacy integration & implementation support: Consulting support for the technical implementation of the new contract type in the insurance legacy system. Close coordination between the business unit, system development and quality assurance to ensure process-compliant and system-stable integration, as well as support for the functional introduction and acceptance of the adapted system functionalities
• Project management: Managing the project to Time, Budget & Quality and conducting stakeholder management

Industry: Energy - Oil and gas exploration

Mandate: Support for project management (PMO) in an international large-scale plant engineering environment for the development of 135 billion cubic meters of gas resources in the West Nile Delta, Egypt. Total investment volume of more than €12 billion over several years

• Project management & PMO support: Support for central project management in coordinating a complex, multinational energy infrastructure project. Contribution to the preparation of project status reports, progress controlling and documentation for investors and management, as well as preparation of Monte Carlo simulations. Coordination of interfaces between international project participants in a challenging regulatory and geopolitical environment