Boris H.-Transformation Director

Context: Corporate transformation - Establishment of a central unit for Corporate Management & Transformation

• ▪ Established and managed the newly created Corporate Management & Transformation department on an interim basis
• ▪ Defined the Target Operating Model as well as the tasks, responsibilities and governance structures of the new unit
• ▪ Established company-wide project portfolio management for the transparent prioritization and management of strategic projects and initiatives
• ▪ Developed governance, decision-making and escalation processes for transformation and change initiatives
• ▪ Designed company-wide process management with an end-to-end process map, defined process responsibilities and consistent process governance
• ▪ Further developed standards and methods for project management, change management and organizational development
• ▪ Managed and supported strategic transformation, digitalization and organizational projects across the company
• ▪ Established systematic benefits realization to measure and track the benefits of change initiatives
• ▪ Advised the management on the prioritization, governance and organizational integration of company-wide change initiatives---

• Managed the Product Management function with 15 internal and external employees.
• Responsible for budget and resource planning in the product area.
• Integrated the Solution Engineering team into Product Management.
• Redesigned the Operating Model and established governance structures and processes.
• Established governance structures and processes for intra-group ICT outsourcing.
• Integrated local processes with the international Global Payments product organization.
• Defined and aligned the future responsibilities of the Product Management function.
• Managed all activities for launching new products in Germany across the organization.
• Prepared the transition of the Global Payments product organization into a joint venture with Commerzbank.
• Implemented comprehensive stakeholder management for shareholders, service providers, as well as the intra-group processor and software developer in Eastern Europe.

Context: IT transformation: Consolidation of the group IT organization by combining personnel and IT assets from various international group companies

• Planned and implemented the establishment of a branch for the group IT organization in Luxembourg
• Transitioned 50 employees from an acquired company into the group IT organization
• Designed the Target Operating Model for the new IT unit
• Planned and implemented the transfer of employment contracts to the new organization
• Planned and implemented the transfer of IT assets from international group companies to the central IT organization
• Project planning including milestones, activities, project structure, processes, communication, reporting and risk management
• Obtained project approval from the Group Executive Board.

• Led the banking software company as CEO with 85 employees.
• Responsibility for revenue and a budget of 9 Mio. EUR.
• Planned and implemented a company-wide Business Transformation with a total of 63 projects and initiatives over a period of 2,5 years.
• Defined and implemented company objectives and corporate strategy.
• Introduced values, mission and vision and promoted an increased awareness of the company culture.
• Reviewed and redefined the product portfolio and target markets.
• Implemented company-wide agile principles and introduced Scrum with cross-functional teams in software development.
• Established the previously non-existent Product Management, HR, Marketing and Sales functions.
• Introduced and used more than 10 new standard software solutions:
• Introduced Jira and migrated from Confluence Server to the cloud, including coaching the project manager and managing the process from planning through rollout.
• Introduced MS365 including Teams, Outlook, SharePoint and Office.
• Introduced ZohoSign and implemented fully digital signing and approval processes.
• Replaced systems using Zoho CRM and Personio.
• Introduced Moss to automate previously Excel-based Finance processes.
• Introduced ChatGPT in various areas of the company, including a company-wide policy and specific use cases.
• Transformed the organization from the Corona “on-site mode” to a truly hybrid working organization.
• Implemented consistent change management based on the ADKAR model.
• Optimized operating models with a focus on collaboration between Requirements Engineering, Software Development, Testing and IT Operations.
• Stabilized existing customer relationships and renegotiated contracts with key existing customers.
• Acquired and onboarded the first B2B customer in 8 years.
• Built a sales pipeline and a network of potential investors.

• Planned the group-wide IT consolidation program including milestones, activities, program structure, processes, communication, reporting and risk management.
• Program budget: 20 Mio. EUR over a period of 3 years.
• Planned and implemented change communication in the transformation program.
• Planned a cross-country operating model for 400 employees in Germany, England, Sweden, Belgium and the Netherlands.
• Managed all activities for the Europe-wide consolidation of the e-commerce and web platforms.

• Founded and built a specialized job portal.
• Planned the business model.
• Conducted market and customer analyses.
• Recruited the team.
• Developed the product and managed the platform's development activities.
• Acquired customers.
• Planned and implemented marketing activities.

• Interim management of a department responsible for 33 applications in investment banking (in-house developments and standard software).
• Responsible for the further development, maintenance and administration of the applications.
• Provided functional leadership to two teams with a total of 14 employees, including regular communication, task prioritization and sparring for team members.
• Coached a team lead and hired external employees.
• Worked closely with IT operations.
• Budget responsibility of 3,5 Mio. EUR.
• Led a preliminary study on the IT strategy in investment banking.
• Established supplier management for five outsourced software products.
• Planned the transition of team activities to an internal service company.

• Founded a FinTech start-up to build an online portal for private wealth planning.
• Developed the product and designed the business model.
• Conducted market and customer analysis.
• Managed projects and planned marketing and sales activities.

• Project management for the implementation of regulatory requirements under BCBS 239.
• Project planning including milestones, activities, project structure, processes, communication, reporting and risk management.
• Management of activities for the implementation of Data Governance and Data Policy.

• Head of the Project Management Office for the development of new, Group-wide Corporate Governance structures.
• Project planning including milestones, activities, project structure, communication and risk management.
• Establishment of the PMO for the Group-wide reorganization of the Corporate Governance structures.

• Management of a strategy process for the strategic analysis of sales processes in the securities business.
• Analysis of custody models, advisory processes and product universe within the framework of MiFID II.
• Identification of optimization potential and planning of the subsequent implementation projects.

• Sub-project management for IT and processes during the setup of new branch locations in Switzerland.
• Project planning, including milestones and activities.
• Planning and management of the implementation of organizational structures, banking and service processes, and IT at five locations in Switzerland.
• Planning of a project to set up a shared services unit for securities settlement in Luxembourg.

• Project manager in Commerzbank's Inhouse Consulting.
• Responsibility for projects to implement new business models, establish new locations and automate processes with IT support.
• Roles included Project Manager, Business Analyst, Process Manager, IT Project Manager and IT and Processes Sub-Project Manager.

• Sub-project management in a transformation project for the business process outsourcing of securities settlement to a transaction bank.
• Sub-project planning, including milestones and activities.
• Business and technical analysis for connecting the trading systems (equities, bonds, securities lending, collateral management) to the outsourcing partner's back-office systems.
• Preparation of a preliminary study for the automation of the target end-to-end processes.
• Preparation of functional specifications.
• Migration planning, including cut-over, and support during the stabilization phase.
• Planning and implementation of the retained organization.

• Wealth Management relationship manager serving high-net-worth private clients.
• Support in establishing a family business, including advice on financial and structuring matters.
• Support with acquisition and advisory activities in Private Banking.