Felix B.-Program, Portfolio & Transformation Management

• Transformation project to improve project portfolio management efficiency by introducing a scalable PPM framework to better manage initiatives across multiple company locations.

• Advised on redefining key portfolio governance processes, including alignment with business units and transforming existing structures.

• Successfully developed and completed the entire design phase for the new PPM governance model.

• Consolidated several project portfolios into one consistent, scalable model.

• Developed an end-to-end PPM approach, including process design, tool landscape and role model.

• Introduced a decommissioning process for outdated or inefficient projects.

• Built a transparent project overview to better manage dependencies and resources.

• Created and implemented a roadmap for structural transformation.

• Advised on improving agile maturity and implementing agile ways of working.

• Used Jira, Confluence, Miro, Share Point, PPM-specific tools, Lean Six Sigma.

• Project language: English.

• Provided strategic advice and operational support for a public tender for IT Service Management at Munich Airport.

• Developed a viable service concept, including an implementation approach and quality assurance.

• Responsible for developing the tender documents and designing an ITSM approach model.

• Analyzed the tender documents, including technical, quality and legal requirements.

• Developed a comprehensive IT Service Management concept with an implementation plan and quality assurance measures.

• Prepared a robust business case and a realistic project roadmap.

• Aligned the bid strategy with senior management.

• Prepared the documents for the final round of the tender.

• Introduced a central PMO and agile project management methods to better manage the project portfolio.

• Supported a rapidly growing staffing services provider in building clear structures for internal growth projects.

• Designed and implemented a PMO for internal projects.

• Introduced agile methods (Scrum, Kanban) and set up basic processes.

• Ran workshops on team development and process improvement.

• Coached management and project teams (IT & business units) on applying agile principles.

• Prepared recommendations and supported their implementation.

• Successfully introduced agile project management.

• Established clear management structures and prioritization for the project portfolio.

• Increased transparency, efficiency, and accountability across teams.

• Used Miro, Jira, Confluence, MS 365, Agile, Scrum, Kanban.

• Advised on developing a realistic innovation strategy for a European manufacturer of electrical industrial products.

• Identified the causes of failed digitalization initiatives and built a sustainable innovation process.

• Conducted analysis, developed strategy, and coached leaders.

• Conducted an innovation review and assessed existing initiatives.

• Identified innovation opportunities and created a prioritized action pipeline.

• Facilitated ideation workshops.

• Coached executives, team leads, and department heads.

• Refocused innovation on customer- and market-oriented products.

• Developed a clear action plan for the next 12 months.

• Raised awareness of leadership that supports innovation.

• Used Design Thinking, Miro, coaching methods, strategic innovation analysis.

• Introduced an international CRM system to manage spare parts orders.

• Created a central, transparent platform for efficient collaboration among global stakeholders.

• Took overall responsibility for planning, the backlog, and the roadmap through go-live.

• Analyzed requirements and aligned with global stakeholders.

• Coordinated internal development teams and business units.

• Ensured quality and approved implemented features.

• Successfully launched the CRM system and improved spare parts ordering processes.

• Used Salesforce, agile project management, stakeholder management.

• Internal digitalization project to develop the 2025 company strategy and establish central portfolio management in ServiceNow.

• Strategic management and test management for the company's most important digitalization program.

• Led test management and ensured milestones were met on time.

• Developed the product vision and defined the strategic roadmap.

• Established scalable portfolio management in ServiceNow.

• Worked with the owner and leadership team to align the 2025 growth strategy.

• Facilitated workshops to prioritize and make decisions.

• Introduced a clear portfolio structure with ServiceNow as the central management tool.

• Stabilized the project and improved decision-making processes at management level.

• Use of ServiceNow, Jira, Confluence, Miro, Agile methods, Lean Change Management.

• Developed and implemented a scalable cloud sales strategy.

• Built a profitable cloud business unit, including sales strategy, partner development and enablement for the internal organization.

• Long-term consulting engagement providing strategic advice and operational support.

• Increased cloud business revenue by approx. 40–50 % within 2 years.

• Defined and implemented a cloud sales strategy, including a roadmap and target architecture.

• Developed a sustainable partner strategy to expand revenue potential.

• Coached the sales organization and built its capabilities in a structured way.

• Actively managed stakeholders in an environment resistant to change.

• Use of Jira, Confluence, Miro, go-to-market strategy, sales enablement.

• Supported the service provider transition for the IT services and around 4,000 workstations at Alte Leipziger Versicherung.

• Managed and structured the services and successfully transitioned them to Ricoh.

• Analyzed and structured the existing IT services.

• Planned and managed the transition process through to the delivery phase.

• Introduced agile ways of working and project management.

• Coached managers during the change process.

• Completed the full takeover of IT services and ensured a smooth handover to the delivery phase.

• Established clear processes and responsibilities.

• Strengthened internal teams through agile methods and coaching.

• Used Jira, Confluence, MS Project, Agile Coaching.

• Advised a start-up at an innovation hub on developing a viable go-to-market strategy and business model in preparation for a funding round.

• Developed the go-to-market strategy and product positioning.

• Built the business model, business plan and project roadmap.

• Prepared funding documents and supported the funding process.

• Successfully secured funding for the start-up (approx. 3 Mio. EUR), followed by an exit to an energy company.

• Used Business Model Canvas, Lean Startup, market and competitor analysis.

Independent consultancy for program, portfolio and transformation assignments in large companies and mid-sized businesses. Since 2016, over 20 engagements, including for Siemens Energy, Vorwerk, SEFE, Fresenius Medical Care, RWE Supply & Trading, Outpayce/Amadeus, Bossard, Vonovia, Computacenter and DKV Euro Service.

Areas of focus:

• Strategic project portfolio management (PPM/SPM) and PMO setup
• Program and project leadership, interim and fractional assignments
• Post-merger integration and carve-out
• Transformation, change and target operating model
• Delivery management and leadership of multiple development teams in parallel
• Stakeholder management and coordination between business, product and IT
• Requirements management, business analysis, product ownership
• Workshop facilitation and decision-making formats

Selected results:

• Rolled out a central PPM platform covering 1,000+ projects at Siemens Energy.
• Led the post-merger IT integration across NL and CH as Interim CIO at Bossard/Jeveka.
• Assessed SAFe maturity across 35+ teams and 300+ people at Outpayce/Amadeus.
• Managed the IT service provider transition for around 4,000 workstations at Alte Leipziger.
• Harmonized portfolio processes at Fresenius Medical Care, freeing up 20 percent of capacity.

Current work (2025/2026):

• Advising startups and founders on market entry, product positioning and funding readiness.
• AI-supported product development: Built product prototypes independently with Cursor and Claude Code, from idea and architecture through to a working application.
• Providing fractional consulting to mid-sized businesses on program setup and portfolio governance.

• Overall responsibility for the product and strategic business development of a startup in the digital storytelling platform sector.
• Led an international team of over 25 internal and external employees.
• Developed and implemented the company and product vision as a viable business model.
• Built and led a cross-functional team (product, design, development, external partners in US/UK/DE).
• Managed the entire product development process: epics, user stories, product backlog, sprint and release planning.
• Developed an international market entry strategy for 2016, including target audience and market analyses.
• Defined and implemented product strategy, roadmap, and MVP/MLP.
• Developed the brand and validated it through user research and testing.
• Budget responsibility of over 5 Mio. EUR.
• Introduced all company processes: communication, delivery, testing, and feedback cycles.
• Regularly communicated and reported to investors and the board.
• Responsible for developing and implementing the internal digital strategy at Bastei Lübbe AG.
• Led an internal development team for agile app projects—from idea to go-live.

• Led and analyzed complex IT and business projects in energy trading.
• Project management & business continuity: Led an IT project for gas trading, including budget responsibility (250 Tsd. EUR).
• Business analysis: Requirements management, use case and UML modeling, coordination of user stories and backlogs in agile projects.
• Change management & process optimization: Designed and implemented new trading processes and trained international teams.
• IT-business liaison: Introduced trading and BI systems (including for credit risk reporting and gas logistics) in several countries.
• Team enablement: Coached junior employees, interns, and student employees.

• Business development & international projects in e-commerce.
• Led international e-commerce projects (EU, USA, Asia).
• Participated in the RBS Leadership Program & developed from analyst to manager.
• Introduced & migrated payment platforms, including key account support.
• Supported regulatory processes & certifications (e.g. Canada).
• Contributed to joint venture initiatives and market strategies in Asia.
• Expert in payment processing & internal knowledge transfer.