Felix Bauchspiess-Program, Portfolio & Transformation Management

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

• Advisory support in redefining key governance processes in the project portfolio, including coordination with business units and transformation of existing structures.

• Successfully developed and completed the full concept 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• Introduced a decommissioning process for outdated or inefficient projects.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 for better control of dependencies and resources.

• Created and implemented a roadmap for structural transformation.

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

• Use of Jira, Confluence, Miro, SharePoint, PPM-specific tools, Lean Six Sigma.

• Project language: English.

• Strategic consulting and operational support for participation in a public tender for IT service management at Munich Airport.

• Development of a viable service concept including implementation approach and quality assurance.

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

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

• Development of a comprehensive IT service management concept with implementation plan and quality assurance measures.

• Preparation of a solid business case and a realistic project roadmap.

• Alignment of the bid strategy with senior management.

• Preparation of the documents for the final tender round.

• Introduction of a central PMO and agile project management methods to improve control of the project portfolio.

• Support for a fast-growing staffing services provider in building clear structures for internal growth projects.

• Design and implementation of a PMO for internal projects.

• Introduction of agile methods (Scrum, Kanban) and setup of basic processes.

• Running workshops for team development and process optimization.

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

• Creating recommendations for action and supporting implementation.

• Successfully introduced agile project management.

• Established clear steering structures and prioritization in the project portfolio.

• Increased transparency, efficiency, and ownership in the teams.

• Use of Miro, Jira, Confluence, MS 365, Agile, Scrum, Kanban.

• Consulting on the development of a realistic innovation strategy for a European manufacturer of electrical industrial products.

• Identifying the reasons why digitalization initiatives failed and building a sustainable innovation process.

• Analysis, strategy development, and leadership coaching.

• Conducting an innovation analysis and assessing existing initiatives.

• Identifying innovation potential and creating a prioritized action pipeline.

• Moderating workshops for idea generation.

• Coaching executives, team leads, and department heads.

• Realigning the innovation focus toward customer- and market-oriented products.

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

• Strengthening awareness of leadership that supports innovation.

• Use of Design Thinking, Miro, coaching methods, strategic innovation analysis.

• Introduction of an international CRM system for managing spare parts orders.

• Creation of a central, transparent platform for efficient collaboration between global stakeholders.

• Overall responsibility for planning, backlog, and roadmap until go-live.

• Requirements analysis and alignment with global stakeholders.

• Coordination of internal development teams and business units.

• Quality assurance and acceptance of implemented features.

• Successful introduction of the CRM system and optimization of spare parts ordering processes.

• Use of Salesforce, agile project management, stakeholder management.

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

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

• Leading test management and ensuring milestones were met on time.

• Developing the product vision and defining the strategic roadmap.

• Building a scalable portfolio management in ServiceNow.

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

• Moderating workshops for prioritization and decision-making.

• Introducing a clear portfolio structure with ServiceNow as the central steering tool.

• Stabilizing the project and improving decision-making processes at management level.

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

• Development and implementation of a scalable cloud sales strategy.

• Structural setup of a profitable cloud business area, including sales strategy, partner development, and enablement of the internal organization.

• Long-term consulting engagement for strategy consulting and operational support.

• Revenue growth in cloud business by approx. 40-50% within 2 years.

• Definition and implementation of a cloud sales strategy including roadmap and target architecture.

• Development of a sustainable partner strategy to expand revenue potential.

• Coaching and structured capability building within the sales organization.

• Active stakeholder management in a change-resistant environment.

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

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

• Managed, structured, and successfully transitioned the services 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 through the change process.

• Complete takeover of the IT services and smooth handover into 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 startup in the innovation hub on building a viable go-to-market strategy and business model to prepare for a funding round.

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

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

• Prepared the funding materials and supported the funding process.

• Successful funding of the startup (approx. EUR 3 million) and later exit to an energy company.

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

Own consulting practice for program, portfolio, and transformation mandates in large enterprises and mid-sized companies. Since 2016, more than 20 mandates, among others for Siemens Energy, Vorwerk, SEFE, Fresenius Medical Care, RWE Supply & Trading, Outpayce/Amadeus, Bossard, Vonovia, Computacenter, and DKV Euro Service.

Core services:

• Strategic project portfolio management (PPM/SPM) and PMO setup
• Program and project management, interim and fractional mandates
• Post-merger integration and carve-out
• Transformation, change, and target operating model
• Delivery management and leading several development teams in parallel
• Stakeholder management and interface 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 across 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 capacity.

Current work (2025/2026):

• Startup and founder consulting on market entry, product positioning, and funding readiness.
• AI-supported product development: built product prototypes independently with Cursor and Claude Code, from the idea and architecture to a working application.
• Fractional consulting for mid-sized companies on program setup and portfolio governance.

• Overall responsibility for the product and the strategic business development of a startup in the area of digital storytelling platforms.
• Leading an international team of more than 25 internal and external employees.
• Developing and turning the company and product vision into a viable business model.
• Building and leading a cross-functional team (product, design, development, external partners in the US/UK/DE).
• Managing the full product development process: epics, user stories, product backlog, sprint and release planning.
• Developing an international market entry strategy for 2016, including target group and market analyses.
• Defining and implementing product strategy, roadmap, as well as MVP/MLP.
• Brand development, validation through user research and testing.
• Budget responsibility for over EUR 5 million.
• Introducing all company processes: communication, delivery, testing, feedback cycles.
• Regular communication and reporting to investors and the board.
• Responsibility for developing and implementing the internal digital strategy at Bastei Lübbe AG.
• Leading an internal development team for agile app projects – from idea to go-live.

• Leading and analyzing complex IT and business projects in energy trading.
• Project management & business continuity: leading an IT project for gas trading, including budget responsibility (EUR 250k).
• Business analysis: requirements management, use case and UML modeling, coordination of user stories & backlogs in agile projects.
• Change management & process optimization: designing and implementing new trading processes, training international teams.
• IT-business interface role: introducing trading and BI systems (including for credit risk reporting and gas logistics) in multiple countries.
• Team enablement: coaching juniors, interns, and student employees.

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