Jan-Christoph Wiemann - Owner / Management Consultant

Managing the holding company Officium GmbH with P&L responsibility for the group

Responsible for billing, contracts, field service, procurement & supply chain, customer care and ESG reporting

Managing director of 13 portfolio companies of Officium GmbH

Post-merger integration of acquired companies

Advisory board member at Einhundert Energie GmbH

Supervisory board member of Thermomess AG (until September 2024)

Close cooperation with the private equity firm Arcus Infrastructure LLP in London

Defining the strategic position and developing the corporate strategy

Digitalization and standardization of scalable business processes within the portfolio companies

Harmonization of the hardware portfolio and strategic supplier management

Setting up a shared service center for billing

Complete restructuring of portfolio companies and transferring business processes to sister companies

Implementing company-wide policies including an ESG policy with related processes and KPIs

Building ESG reporting

Initiating and advancing the change management process within the group

Representing the company at associations and customer events

Expanding the customer portfolio

Establishing a company-wide KPI standard

Responsible for IT operations

Conducting due diligence for new M&A activities in operations

Digitalization of scalable process modules within the group

Setting up a shared service center for billing

Harmonization of the hardware portfolio

Complete restructuring of portfolio companies and transferring business processes to sister companies, including the sale of business units

Conducting an ESG certification according to the GRESB standard

Developing a scalable commercial concept and successfully marketing it to key account customers

Implementing a strategic pricing concept within the group

Strategic and operational setup of a new Product Management department – Modular Core Service with staff responsibility

Squad Leader and Product Owner for an international innovative digital service in an agile development environment

End-to-end responsibility and development of digital services with a customer-centric approach

Defining and creating a product vision and product strategy

Defining the product backlog and aligning with stakeholders across the group

Analyzing and designing a new strategic business model option using Lean Startup methodology

Market and potential analysis and development of new digital services

Identifying and defining key topics for the product roadmap

Gathering and consolidating standard and customer-specific requirements for the core services

Defining and creating a modular product architecture (microservices)

Defining and introducing a new group-wide service development process

Further development of the product strategy

Development of a new digital product in the energy services sector across the entire value chain for multiple core markets, with more than 10 people in the core team and over 70 in development teams

Establishing and setting up a new product management service department

Supporting the company-wide digital transformation process

Developing and implementing a new group-wide service development process in an interdisciplinary team

International product and portfolio management for the group

Development of an international radio product strategy for foreign markets

Overall project management of products (end-to-end responsibility): international radio system, product portfolio for the USA, and new services for various international markets

Subproject leadership in the development of a new device generation

Development of an international radio product strategy

Topline growth effect from projects such as the international radio system and various new services

International roll-out of the “symphonic 3 radio net” radio system

Establishment of an international requirements management tool