Andreas T.-IT Contract, IT Project, IT Service Management // Interim Management

Contract, governance and organizational consulting

Project context: Consulting as part of a complex IT outsourcing contract, with a focus on governance, contract management and the sustainable optimization of operational processes.

• Analysis of the service description in the context of the outsourcing contract
• Preparation of summaries based on contract analyses
• Process analysis and redesign for various operational departments (ITIL)
• Assessment of contractual risks and identification of optimization potential
• Development of sound decision-making materials for management and departments
• Preparation and assessment of contract changes
• Support for the further development of the operational organization
• Development of transparent decision-making materials
• Contractual and consultative support during the transition-out phase

Senior Transformation Consultant | Program Manager | Transition & Governance Lead

Program context: Many years of leadership and consulting responsibility within a complex IT outsourcing, service transformation and operations program.

Responsible for the successful planning, management and implementation of complex transformation and integration initiatives in an enterprise environment with multiple internal and external service providers and international teams.

Key areas included the development of robust governance structures, management of organizational changes, optimization of operating models, and the successful execution of complex service and provider transitions.

• Transformation management

• Planning and management of complex transformation and transition programs

• Integration of new services and organizational units into existing operating structures

• Development of sustainable operating and organizational models

• Implementation of organizational changes during ongoing operations

• Management of critical transformation phases, including Go-Live and Hypercare phases

• Program management & PMO

• Management of several concurrent subprojects within a complex enterprise program

• Development of integrated roadmaps, including prioritization of work packages

• Definition and monitoring of milestones

• Management of cross-project dependencies

• Risk and action management

• Status reporting to management and the client

• Preparation of management decisions

• Governance

• Establishment and further development of governance structures for IT operations

• Definition of roles, responsibilities and escalation paths

• Ensuring compliance with contractual and regulatory requirements

• Development of standardized management and decision-making processes

• Establishment of transparent reporting and communication structures

• Executive stakeholder management

• Advising client management on strategic and organizational issues

• Management of complex stakeholder environments

• Moderation of professional and organizational conflicts

• Contract negotiations with clients and partners

• Coordination of interdisciplinary project teams

• Organizational development

• Further development of the operating organization

• Optimization of service and operational processes

• Introduction of more efficient organizational structures

• Development of high-performing service organizations

• Promotion of continuous improvement processes

• Contract and supplier management

• Responsibility for complex outsourcing contracts

• Assessment of contractual risks

• Development and negotiation of contract changes

• Management of external service providers

• Ensuring contractual service delivery

Key results

• Successful execution of several business-critical transitions without operational interruptions
• Sustainable optimization of the operations organization with measurable cost savings
• Avoidance of contractual penalties through proactive risk and escalation management
• Expansion of existing contract scopes through successful consulting and negotiations
• Establishment of high-performing project and service organizations
• Ensuring a high level of service quality during extensive organizational changes
• Successful integration of additional services into existing operating models
• Management of internationally distributed teams and external service providers
• Establishment of a continuous improvement process to increase quality and efficiency

Co-Managing Director, primarily responsible for the following areas:

• Financial Controlling
• Business Strategy
• IT Project Management
• IT Strategy Consulting for Clients
• CRM and Acquisition