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 several company locations.

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

• Successful development and completion of the full concept phase for the new PPM governance model.

• Consolidation of several project portfolios into one consistent, scalable model.

• Development of a full PPM approach including process design, tool landscape, and role model.

• Introduction of a decommissioning process for outdated or inefficient projects.

• Building a transparent project overview for better control of dependencies and resources.

• Creation and implementation of a roadmap for structural transformation.

• Advisory support for improving agile maturity and implementing agile ways of working.

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

• Project language: English.

• Strategic advice and operational support for taking part in a public tender for IT service management at Munich Airport.

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

• Responsible for the content work on the tender documents and the design of an ITSM process 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.

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

• Alignment of the bid strategy with the management team.

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

• Introduction of a central PMO and agile project management methods to better steer 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 improvement.

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

• Creating action recommendations and supporting implementation.

• Successfully introduced agile project management.

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

• Greater transparency, efficiency, and ownership within the teams.

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

• Advisory support in developing a realistic innovation strategy for a European manufacturer of electrical industrial products.

• Identification of the reasons behind failed digitalization initiatives and building a sustainable innovation process.

• Analysis, strategy development, and leadership coaching.

• Conducted an innovation analysis and assessed existing initiatives.

• Identified innovation potential and created a prioritized action pipeline.

• Facilitated workshops for idea generation.

• Coached executives, team leads, and department heads.

• Refocused the innovation effort on customer- and market-driven products.

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

• Strengthened 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 among global stakeholders.

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

• Requirements analysis and alignment with global stakeholders.

• Coordination of internal development teams and business units.

• Quality assurance and acceptance of the implemented features.

• Successful launch 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 control and test management in the company's most important digitalization program.

• Leading test management and making sure 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.

• Facilitating workshops for prioritization and decision-making.

• Introducing a clear portfolio structure with ServiceNow as the central control 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 build-up 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.

• Increase in cloud business revenue 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.

• Support during the provider change for IT services and around 4,000 workstations at Alte Leipziger Versicherung.

• Steering, structuring, and successful transition of the services to Ricoh.

• Analysis and structuring of the existing IT services.

• Planning and steering the transition process through to the delivery phase.

• Introduction of agile ways of working and project steering.

• Coaching of managers in the change process.

• Full takeover of the IT services and smooth handover into the delivery phase.

• Establishment of clear processes and responsibilities.

• Strengthening of internal teams through agile methods and coaching.

• Use of Jira, Confluence, MS Project, Agile Coaching.

• Advising a startup in the innovation hub on developing a viable go-to-market strategy and business model to prepare for a funding round.

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

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

• Preparing the funding documents and supporting the funding process.

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

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

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

Focus areas:

• Strategic project portfolio management (PPM/SPM) and PMO setup
• Program and project management, interim and fractional assignments
• 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 for 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 advisory on market entry, product positioning, and funding readiness.
• AI-supported product development: built product prototypes myself with Cursor and Claude Code, from the idea through the architecture to the working application.
• Fractional consulting for mid-sized companies on program setup and portfolio governance.

• Overall responsibility for the product and the strategic development of a startup in the field 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 US/UK/DE).
• Managing the full product development process: epics, user stories, product backlog, sprint planning, and release planning.
• Developing an international market entry strategy for 2016 including target group and market analysis.
• Defining and implementing product strategy, roadmap, and MVP/MLP.
• Brand development, validation through user research and testing.
• Budget responsibility of 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, incl. budget responsibility (EUR 250k).
• Business analysis: requirements management, use case and UML modeling, coordinating 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 several countries.
• Team enablement: coaching junior staff, interns, and student employees.

• Business development and international projects in e-commerce.
• Leading international e-commerce projects (EU, USA, Asia).
• Participated in the RBS Leadership Program and progressed from analyst to manager.
• Introduction and migration of payment platforms, including key account support.
• Support for regulatory processes and certifications (e.g. Canada).
• Worked on joint venture initiatives and market strategies in Asia.
• Expert role for payment processing and internal knowledge sharing.