Daniel Witzel-Freelance IT Project Manager & Program Manager

Set up and led a central SAP Competence Center after carve-out

Stabilized, governed, and further developed the ERP landscape

Prepared international rollouts

Established sustainable SAP governance with standardized operations, support, and change processes

Reduced dependencies and risks

Created a stable foundation for international expansion

Strategic analysis and advice for harmonizing and converging billing processes across multiple product and contract domains

Defining target visions in a heterogeneous landscape of standard and custom systems with high regulatory requirements

Structured target visions and decision-making support for management and IT

Reducing strategic risks and preparing subsequent transformation programs

Design, development, and live implementation of a new end-to-end billing chain for IP products based on SAP RMCA / SAP IS-T

System integration, migration, and cutover during ongoing operations

High level of customization in billing and posting logic for the mass market

Audit-proof, integrated billing chain with stable live transition

Scalable foundation for new products and volumes while maintaining high operational stability

Leading a company-wide data protection and IT security program in the billing and retail environment

Implementing regulatory and internal security requirements in over 50 business-critical SAP and non-SAP applications

Controlling measures and integrating robust governance and control mechanisms

Transparent management of security measures with clear visibility into risks and progress

Sustainable improvement of audit readiness

Solid embedding of standardized governance and reporting structures

Established an audit- and capital-market-compliant group consolidation as part of the IPO

Functional and system migration of accounting from cameralistics to double-entry bookkeeping

Close collaboration with group accounting, auditors, and specialist departments

Unified, transparent consolidation and closing processes at group level

Successful transition to double-entry bookkeeping and high audit and capital market readiness of financial reporting

National replacement and upgrade of checkout systems including software releases and operating system upgrades

Hardware and peripheral swaps during ongoing operations

Use of a standardized POS platform with custom integrations

Rollout of over 1,000 POS systems in over 700 shops with uninterrupted operation

Standardized platform with clearly defined governance and support structure

Introduction and standardization of an IT-supported shop planner software solution

Central management of space, layout, and assortment concepts

Central shop planning platform as the standard

Unified space and layout concepts

More efficient new build and remodeling planning across the store network

Realignment of the central IT planning, budgeting, and control system (UPT)

Insourcing of operational IT responsibilities from external vendors into the internal corporate IT

Reorganization of governance, operations, and control models

Migration to a certified T-Systems high-performance/high-security data center

Established unified IT control and operations model with clear end-to-end accountability

Stable, highly available target operation after provider transition and data center migration

Improved transparency and decision-making at the management level

Conceptual business and IT transformation program for the strategic realignment and unification of the process and IT landscape

Preparation for the introduction of SAP S/4HANA based on SAP RISE (Private Cloud)

Definition of target operating, security, and governance models

Clear separation of core processes and extensions

Reliable transformation roadmap and well-founded decision-making basis for management and investments

Established program and governance structures as a stable foundation for the subsequent implementation phase