Felix B.-Program, Portfolio & Transformation Management

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

• Consulting support in redefining central project portfolio governance processes, including alignment with business functions and transformation of existing structures.

• Successful development and completion of the entire design phase for the new PPM governance model.

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

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

• Introduction of a decommissioning process for outdated or inefficient projects.

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

• Creation and implementation of a roadmap for structural transformation.

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

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

• Project language: English.

• Strategic consulting and operational support in participating 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 the content development of the tender documents and the design of an ITSM approach.

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

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

• Creation 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 round of the tender.

• Introduction of a central PMO and agile project management methods for better project portfolio management.

• Supporting a rapidly growing staffing services provider in establishing clear structures for internal growth projects.

• Design and implementation of a PMO for internal projects.

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

• Facilitation of workshops for team development and process optimization.

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

• Preparation of recommendations for action and support with implementation.

• Successfully introduced agile project management.

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

• Increased transparency, efficiency and ownership within the teams.

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

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

• Identifying the causes of failed digitalization initiatives and establishing a sustainable innovation process.

• Analysis, strategy development and executive coaching.

• Conducting an innovation analysis and evaluating existing initiatives.

• Identifying innovation potential and creating a prioritized action pipeline.

• Facilitating workshops for idea generation.

• Coaching executives, team leads and department heads.

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

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

• Increased awareness of innovation-supporting leadership.

• 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 through go-live.

• Requirements analysis and alignment with global stakeholders.

• Coordination of internal development teams and business departments.

• Quality assurance and acceptance of implemented features.

• Successfully introduced the CRM system and optimized spare parts ordering processes.

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

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

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

• Management of test activities and ensuring that milestones were met on time.

• Development of the product vision and definition of the strategic roadmap.

• Establishment of scalable portfolio management in ServiceNow.

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

• Moderation of workshops for prioritization and decision-making.

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

• Stabilization of the project and improvement of 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 development of a profitable cloud business unit, 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 of approximately 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 skills development within the sales organization.

• Active stakeholder management in an environment resistant to change.

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

• Supported the transition of IT services and around 4,000 workstations for Alten 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 practices.

• Coached managers throughout the change process.

• Took full responsibility for the IT services and ensured a smooth handover to the delivery phase.

• Established clear processes and responsibilities.

• Strengthened internal teams through agile methods and coaching.

• Tools and methods: Jira, Confluence, MS Project, Agile Coaching.

• Advised a start-up in the 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 financing process.

• Successfully secured funding for the start-up, approximately EUR 3 million, followed by an exit to an energy company.

• Tools and methods: Business Model Canvas, Lean Startup, market and competitor analysis.

Own consulting practice for program, portfolio, and transformation assignments in large companies and mid-sized businesses. 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.

Core areas of expertise:

• 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 leadership of several development teams in parallel
• Stakeholder management and acting as the link between business, product, and IT
• Requirements management, business analysis, and product ownership
• Workshop facilitation and decision-making formats

Selected results:

• Rolled out a central PPM platform covering more than 1,000 projects at Siemens Energy.
• Led the post-merger IT integration across the Netherlands and Switzerland as Interim CIO at Bossard/Jeveka.
• Assessed SAFe maturity across more than 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 start-ups and founders on market entry, product positioning, and funding readiness.
• AI-supported product development: built product prototypes independently with Cursor and Claude Code, from the initial idea and architecture through to working applications.
• Fractional consulting for mid-sized businesses on program setup and portfolio governance.

• Overall responsibility for the product and strategic business development of a startup focused on digital storytelling platforms.
• Led an international team of more than 25 internal and external employees.
• Developed and implemented the company and product vision as a sustainable business model.
• Built and managed a cross-functional team (product, design, development, external partners in the US, UK and Germany).
• 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 group and market analyses.
• Defined and implemented the product strategy, roadmap and MVP/MLP.
• Developed the brand and validated it through user research and testing.
• Budget responsibility for more than EUR 5 million.
• Introduced all company processes: communication, delivery, testing and feedback cycles.
• Regular communication and reporting to investors and the management board.
• Responsible for developing and implementing the internal digital strategy at Bastei Lübbe AG.
• Led an internal development team for agile app projects, from the initial 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 (EUR 250,000).
• 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 interface: introduced trading and BI systems in several countries, including systems for credit risk reporting and gas logistics.
• Team enablement: coached junior employees, interns and working students.

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