Edgar P.-Transition Manager & Business Analyst
Check rate
Experience
Transition Manager & Business Analyst
The customer's own IT ticketing tool is being migrated to the central corporate tool. Critical elements are the product shop, the operational framework, the ITIL processes and asset management. It is important to ensure that the strategy for the service and support model works with the new tool, so that IT operations can continue smoothly. The next step is to develop and establish processes for the newly formed core team.
- Current-state analysis / weakness analysis of the existing processes and tool setup
- GAP analysis of the current and future operating and service models
- Analysis of business needs
- Evaluation and implementation of the identified GAPs
- Establishment of a continuous improvement process
- Risk management
- Hypercare & support during operational activities
- Establishment of processes for the newly formed core team
- Stakeholder management
Process Manager
The currently used incident management process is to be redesigned. In particular, the major incident management process is to be analyzed, improvements identified and implemented, so that a more structured approach can be used for future (major) disruptions.
- Current-state analysis of the (major) incident management process
- (Re-)design of an end-to-end incident management process in BPMN
- Identification of the teams involved and creation of a RACI matrix
- Creation of playbooks
Business Analyst & Transition Manager
Support for service management and assistance with the migration of the central IT ordering tool to the ServiceNow platform
- Performance analysis & identification of possible improvements
- Further development of the service management team
- Introduction and improvement of processes
- Current-state analysis of the products to be migrated
- Redesign of the products & testing
- Risk management
- Regular meetings & coordination with the implementation teams
- Stakeholder management
Business Analyst & Process Manager
The “Centre of Excellence” provides services to internal customers. This model is to be further developed. The goal is a strategic, organizational and operational realignment as well as the establishment of service management, including the services.
Another task is to ensure the ordering process for IT services after migration to a new platform and new service providers.
- Current-state analysis of the existing organizational setup
- Current-state analysis and description of the existing services, processes and tasks
- Weakness analysis & identification of possible improvements
- Further development/restructuring of the entire team
- Realignment of service management, including the design of new services
- Introduction and improvement of processes
- Establishment of a governance structure
- Stakeholder management
Provider & Contract Manager
After IT services have been outsourced to an external service provider, provider management must ensure that the contractual agreements are complied with and implemented in terms of cost and performance. Changes or new requirements in IT operations must be assessed with regard to the contractual situation and cost-benefit considerations. Contracts must be adapted or newly created. Another responsibility is to further develop provider management.
- Contact person / interface between IT and the provider
- Coordination of service content with customers and the provider
- Preparation, analysis and evaluation of calculations
- Performance of and further development of cost and performance control for existing contracts
- Advice and support in designing provider management
- Optimization of service management processes
- Coordination and evaluation of contract changes (risk, cost-effectiveness), preparation for decision-making and documentation
- Ensuring customer interests in the interpretation, argumentation and implementation
- Reporting & documentation
Process & Service Manager / Business Analyst
As part of a sourcing project, procurement for IT hardware in the Workplace Service stream is being redefined (including changing the hardware supplier, involving the IT service provider, and switching to leasing). This makes a redesign of the process necessary.
The objective of this project is to adapt and implement the new hardware procurement process and life-cycle management, as well as to implement interfaces between the customer ticketing system (SNOW) and the external systems. In addition, a complete hardware replacement (>5,000 clients) in the country organizations is being supported. The current (manual) ordering process is also being managed.
- Implementation of the new life-cycle management process
- Improvement of the defined process
- Point of contact for local IT managers, Procurement, Contract Management, hardware supplier, IT service provider, and leasing company
- Management of the implementation of interfaces between customer and external systems
- Ensuring the correct transfer of data to the CMDB
- Ensuring the interim hardware asset management process during the transition phase
- Ensuring continuous hardware procurement
- Support for the worldwide hardware replacement
- Process training
- Stakeholder management
Technical Expert
As part of the centralization of site-related IT services in EMEA/DACH (organizationally and technically), the first step is a detailed inventory of the existing services and infrastructure.
- Conducting workshops with the responsible IT managers from the EMEA and DACH segments
- Recording the services, SLAs, and existing infrastructure (servers, backend, applications, production systems)
- Identifying critical business processes at the sites
- Determining and evaluating the criticality of the services
- Creating use cases
- Mapping decentralized IT services to the future Global IT Services
- Consolidating and aggregating the information into an IT service inventory
Transition & Transformation Manager
Responsible Transition Manager for Managed Print Service, Service Desk, and Application Management as part of an IT sourcing project
The objective of the project is to realign IT (infrastructure, applications, service desk, and others) for a multi-provider environment and to extend the contracts for individual services with the existing provider.
Sub-projects include rebuilding and rolling out the Managed Print Service, implementing the new Service Desk concept, and implementing improvements in application management.
- Coordinating the three projects with the other Transition Managers (customer and provider)
- Project management according to PRINCE2
- Creating the project and resource plan
- Project status reporting
- Ensuring compliance with the agreed milestones, deliverables, and tasks
- Setting up, conducting, and following up on workshops with the customer and providers
- Stakeholder management
- Managing two providers regarding the redesign and implementation of a new Managed Print solution
- Ensuring that the requirements for the solution are met
- Coordinating with the country managers regarding the rollout plan
- Managing the project team
- Coordinating internal Service Desk training plans and knowledge transfer
- Implementing a billing model
- Creating an escalation matrix
- Creating an onboarding process and transitioning it into operations
- Monitoring the implementation of the identified improvements
- Close coordination with the infrastructure stream regarding the planned changes in the respective streams
Stream Lead
Leading the Managed Print, Service Desk, and Application Management streams as part of an IT sourcing project
The objective of the project is to realign IT for a multi-provider environment and to extend the contracts for individual services with the existing provider. Sub-projects include changing the provider for the Managed Print Service, realigning the Service Desk, and ensuring the contract extension in the area of application management.
- Interface between project teams and the overall project manager
- Creating a project and resource plan based on PRINCE2
- Project status reporting
- Stakeholder management
- As-is analysis
- Supporting Procurement with the tender (RFP) and analysis of the offers
- Creating a longlist and shortlist, as well as the decision proposal for selecting the final provider
- Contract negotiations with the new provider
- Conducting and testing a Proof of Concept (POC) for the new system
- CMDB data reconciliation
- Creating Service Desk concepts (Outsourcing & Outtasking)
- Adapting / creating the Statement of Work (SoW)
- Contributing to the concept for workflow and SLA adjustments in the Service Management tool ServiceNow (SNOW)
- Aligning the concepts with the IT managers of the country organizations
- Obtaining and comparing offers
- Negotiations with the existing provider
- Cost breakdown and comparison
- Integrating AMS into the SIAM setup
- Adapting the Statement of Work (SoW)
- Contract negotiations
- Coordinating with the Data Center stream regarding the future strategy (application hosting on-premise – cloud)
- Creating / adapting SLAs and their control mechanisms (SMKPI)
Process Manager / Business Analyst
Further development of IT Service Management. Alignment with a multi-provider setup.
The objective of the project is to design and implement Knowledge Management, Transition Planning & Support, and Service Asset & Configuration Management (SACM).
Supporting the further development of IT Service Management and the transition to a multi-provider solution.
- Needs analysis for changing to a multi-provider strategy with a focus on Service Integration & Management (SIAM)
- Analysis of the as-is state of the processes (internal and external service providers)
- Scope definition
- Creating concepts for the processes and mapping them in ARIS
- Defining roles and responsibilities
- Planning and implementation
- Stakeholder management
- Project reporting, risk and issue management
- Analysis and definition of the interfaces between ITSM and other departments and their cooperation
- Creating an Asset Management Policy
- Inventory of existing reporting and meeting structures
- Identifying and documenting the existing external service providers and support setups
Process Manager & PMO
As part of an ITSM process rollout, the existing knowledge from the respective areas was to be analyzed and stored centrally.
The aim of the project was to capture the existing knowledge, design and evaluate the best option for a Knowledge Management Database. Another part of the role was taking over the PMO.
- Analysis of the current state in the individual country organizations & divisions
- Definition of the scope of IT knowledge
- Creation of a concept for a central KMDB
- Definition of roles and responsibilities
- Implementation planning
- Evaluation and optimization of the KM area of the Self Service Portal
- Stakeholder management
- Project reporting, risk & issue management
PMO & Business Analyst
Rollout of Windows 10 to approximately 250.000 clients worldwide.
The aim of the project was to establish a project and support structure and global reporting, as well as to create a blueprint to be used by the individual countries as the basis for rollout planning and execution.
- Creation of a blueprint (including requirements analysis, project plan, milestone planning, dependencies, communication setup, stakeholder analysis, RACI matrix)
- Analysis and preparation of the existing data to set up reporting
- Establishment of reporting on migration status, delta, forecast
- Transition of the created reporting templates into BAU
- Budget & resource planning
- Preparation of meetings and creation of management presentations
- Creation of templates, work instructions and documentation
- Conducting status calls and initiating actions to resolve problems
- Definition and evaluation of surveys throughout the migration
- Stakeholder management
Project Manager
Establishment of an IFRS15 infrastructure based on SAP
Part of this project involved interaction with the Data Center to set up the complete IFRS15 SAP system, including network connectivity and interfaces to other systems.
- Creation of Project Brief (definition of requirements for the Data Center and Operations)
- Review and revision of the technical design
- Risk analysis
- Review of the security and UAM concept
- Initiation and monitoring of the procurement of HW & software components in the Data Center
- Management of external service providers during the setup of the infrastructure in the Data Center
- Definition and implementation of the support model
- Escalation management
Hypercare / Vanguard Manager
Stabilization after the go-live of new business services.
- Responsible for managing incidents occurring after the go-live of new services
- Ensuring service delivery to the end customer
- Responsible for compliance with the End-User-SLA
- Incident reporting and follow-up of open incidents
- Performance monitoring of system integrators
- Escalation management
- Stakeholder management
Demand Manager
Demand management with regard to IT support for SAP projects
- Review and assessment of change requests regarding compliance with current support processes
- Determination of the necessary activities and the required effort for the Support Enablement Team (OPEX)
- Determination of the expected ticket volume for resource planning in the Service Desk (CAPEX)
- Assignment of demands within the team and follow-up on progress
Project Manager
Following the rollout of an SAP ERP system, further business requirements are now being implemented.
Part of this project is the design and implementation of IT support processes for the new services.
- Analysis of the business requirements for the new services
- Coordination between the customer and IT service provider regarding feasibility
- Design and implementation of new support processes between the business/customer, local IT, external service provider, shared service center, and 3rd parties
- Support with tenders for new services provided by new service providers (description, review, adjustment)
- Creation of Service Level Agreements (SLA) with the support partner
- Creation of KPIs and their reporting
- Onboarding of new system integrators and support partners (including user management, incident, problem, and change management)
- Requesting and testing adjustments in the service management tool (BMC Remedy)
- Training of support staff and users
- Creation of work instructions and documentation
- Stakeholder management
- Continuous Service Improvement (focus: Service Desk, internal & external support partners)
Project Manager
As part of a global business transformation project, business processes were centralized and outsourced to a shared service center. As a result, the ERP systems operated independently by more than 20 subsidiaries were replaced by a global SAP system with now more than 100,000 users. At the same time, the entire support function was centralized and transferred to a service provider.
Part of this project was the introduction of a global support model in the respective companies, the adaptation of the existing local support processes to the global model, and the enablement of the teams involved in support.
- Responsible for analyzing and adapting local processes to the global support processes
- Analysis of business requirements
- Identification of system-critical processes (e.g. payroll) and their handling
- Design and implementation of new support processes between the business/customer, local IT, external service provider, shared service center, and 3rd party providers
- Management of the local project team
- Definition and implementation of ITIL roles (including Service Management, Service Desk, Service Owner, Process Owner, Key User (Super User))
- Implementation of a Super User community
- Coordination of the teams involved in the support processes (Europe, Asia)
- Training of support staff and end users
- Creation of templates for the self-service portal (Incident & Request Fulfillment)
- Creation of documentation
- Creation of work instructions
- Stakeholder management
- Continuous Service Improvement (focus on Service Desk and Super Users)
Project Manager
Introduction of new services as part of a global SAP rollout project across more than 20 subsidiaries. Part of this project was the implementation of support processes for the new business services.
- Responsible for analyzing and implementing support processes between the business/customer, local IT, external service provider, shared service center, and 3rd parties
- Analysis of business requirements
- Training of Service Desk staff and users
- Creation of work instructions
- Creation of documentation
Operational Support Manager
As part of a global SAP rollout, a Service Desk was newly established through nearshoring specifically for this service.
The task of this project was to support the establishment and subsequently manage and oversee the Service Desk.
- Design and implementation of the Service Desk structure and support processes
- Design of the IVR system
- Training of new employees
- Incident Management & Problem Management
- Escalation Management
- Reporting
- Integration of additional services into the service catalog
- Continuous Service Improvement
Operational Vendor Manager
Following the outsourcing of the Help Desk to an external service provider, the task was to manage the provider, act as a link between the business department and the external service provider, and monitor operational activities.
- Management of the external service provider
- Evaluation of new requirements from the business departments
- Enablement of the Help Desk for new services
- Resource planning
- Monitoring of the agreed SLA
- KPI management and reporting
- Service Review Meetings
- Escalation Management
- Incident Management & Problem Management
- Creation of a service catalog
- Stakeholder management
- Continuous improvement of the existing support processes
IT Service Manager
After founding a subsidiary, the existing support processes of the parent company had to be established and solutions developed for identified gaps
- Coordination of the completion of the outstanding implementation tasks
- Support for the startup company’s Office IT Services
- End-to-end responsibility for IT support
- SLA and KPI reporting
- Adaptation of internal processes to the support processes
- Responsible for the continuous improvement of the service (CSI)
Project Manager
Provision of a platform for the external service provider to support the different IT environments in the country organizations
- Responsible for planning and introducing the platform based on Citrix
- Analysis of the required support tools in coordination with the support teams of the respective country organizations
- Documentation of the requirements
- Definition of the required user profiles
- Analysis and commissioning of the required network changes
- Responsible for implementing the security policies
Transition Manager
Outsourcing of the IT service desk of the parent company and several European subsidiaries to an external service provider
- Recording of the current situation of the local help desks and due diligence regarding the services to be provided in the future
- Preparation of effort estimates
- Definition of service levels
- Creation of a service catalog
- Definition and implementation of support processes
- Creation of job profiles
- Training of the new support employees
- Design of the IVR system
- Design of the technical changes (trouble ticket system, system access)
Consultant
Self-employed as a Consultant
Technical Consultant
TEGED GmbH
Technical Consultant
PCS EDV-Systeme
Commercial Employee
Adenauer Isolierglas GmbH & Co.KG
Industry experience
See where this freelancer has spent most of their professional time.
Experienced in Professional Services and Information Technology.
Business area experience
See which departments and functions this freelancer has contributed to most.
Experienced in Information Technology, Project Management, Procurement, Customer Service, Product Development, and Strategy.
Summary
- Many years of experience in process management and organizational design (analysis, design, implementation, optimization)
- Experienced in transition and service management as well as managing external service providers
- In-depth experience in analyzing business requirements and acting as an interface between business and IT
- Several years of experience in multinational projects and coordinating multinational and virtual teams (Asia & Europe)
- Skilled in dealing with customers and decision-makers at various management levels
- Solution-oriented and structured approach
- Certified Consultant for Artificial Intelligence
- Certified INQA-Coach
- Active in ICT since 1995
Skills
Artificial Intelligence / Artificial Intelligence
- Potential Analysis (Workshops)
- Current-State Analysis
- Large Language Model (Llm)
- Use-Case Identification, Evaluation And Prioritization
- Prompt Engineering
- Feasibility Analysis
- Generative Ai
Process Management
- Itil
- Uml
- Program Flowchart
- Adonis
- Business Process Model And Notation (Bpmn)
Project Management
- According To Pmi
- Waterfall Model
- Prince 2
- Risk Analysis
- Milestone Planning
- Information And Escalation Management
- Reporting
- Stakeholder Management
Service Management
- Service Definition
- Sla & Kpi Creation, Monitoring
- Service Execution
- Reporting
- Continuous Service Improvement
- Stakeholder Management
Service Desk
- Incident / Problem / Knowledge / Escalation Management
- Request Fulfilment (Service Request Management)
Products / Standards
- Servicenow (Good User Knowledge)
- Bmc Remedy (Good User Knowledge)
- Adonis (Good User Knowledge)
- Ms Windows (Good User Knowledge)
- Ms Applications: Office, Teams, Project, Visio, Mindmanager (Good User Knowledge)
- Ms Share Point (Advanced Knowledge)
Languages
Education
Hochschule Wismar
Diplom-Wirtschaftsinformatiker · Business Informatics · Wismar, Germany
Ausbildung zum Industriekaufmann · Industrial Clerk · Adenau, Germany
Certifications & licenses
INQA-Coach (Zertifiziert)
Zertifizierter Consultant für Künstliche Intelligenz
Statistics
Experience
Global experience
Expertise
Qualifications
Profile
Frequently asked questions
Have questions? Find more information here.
Edgar is based in Korschenbroich, Germany.
Edgar speaks the following languages: German (Native), English (Advanced).
Edgar has at least 31 years of experience. During this time, Edgar has worked in at least 22 different roles and for 4 different companies. The average length of individual experience is 1 year and 2 months. Note that Edgar may not have shared all experience and actually has more experience.
Based on recent experience, Edgar would be well-suited for roles such as: Transition Manager & Business Analyst, Process Manager, Business Analyst & Transition Manager.
Edgar's most recent position is Transition Manager & Business Analyst.
In recent years, Edgar has worked for Self-employed as a Consultant.
Edgar is most experienced in industries like Professional Services, Information Technology, and Manufacturing.
Edgar is most experienced in business areas like Information Technology, Project Management, and Customer Service. Edgar also has some experience in Procurement, Product Development, and Strategy.
Edgar has recently worked in industries like Professional Services and Information Technology.
Edgar has recently worked in business areas like Information Technology, Procurement, and Project Management.
Edgar holds a Master in Business Informatics from Hochschule Wismar.
Edgar has 7 certificates. Among them, these include: INQA-Coach (Zertifiziert), Ausbildereignungsprüfung (IHK) – AEVO, and IT-Projektleiter (IHK) / IT Business Manager (IHK).
Edgar will be available from November 2026.
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Calculated based on our freelancers’ daily rates as of 17 Sep 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
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