Florian Rauhut

• Span of control: 20 FTE / 2 direct reports
• Driving short-term organizational and financial changes:
• High level of sensitivity in leadership to restore the team
• Introduced dispatching for better load distribution
• Staffing of internal and external support
• Definition and establishment of processes
• Reorganization of the ongoing S/4 Hana program by replacing or adding external consultants, including staffing of 20 FTE within 4 weeks
• Set up a new project resource and budget planning and established missing processes and financial transparency

Contribution to business success: Stabilized and expanded team & structure (reduced turnover rate by 50%). Established missing processes (requirements, incident and change request management, capacity/resource planning and basis for a project portfolio management system, sparring partner for management & department heads).

• Conducted analysis using semi-structured interviews with 13 operational managing directors, the IT department and selected units
• Identified action areas including recommendations (strategic measures, building demand management, standardizing processes, etc.) for the years 2021–2025
• Completed on time, within budget, and to quality standards

• Assessment of a joint venture of the airport as the basis for a strategic decision recommendation (push forward or exit)
• Transparent, fact-based assessment using a custom-developed Methodology Cube / Criteria Map
• Preparation of an indicative company valuation
• Analysis of cross-functional processes, organizational structures, and the current IT status quo (infrastructure, applications, workflows)
• Recommendations & decision paper as the basis for the shareholders' strategic decision
• Management of complex share and stakeholder structures
• Project controlling based on earned value
• Delivery on time, on budget, on quality

Contribution to business success: Fact-based, transparent assessment and results understandable by all parties, including an indicative company valuation as the basis for recommendations to the shareholders. This allowed the shareholders to make a decision.

• Clarification of company objectives and definition of IT department goals
• Advice and support in deriving an IT strategy and specifying the resulting action fields