Matthias Bullmahn-Interim Manager for Transformation, Change and Restructuring

Insolvency in self-administration

• Advised, coached, and directly supported the insolvency management team and insolvency administrator in ongoing crisis management; significantly increased the resilience, decision-making ability, and capacity to act of the interim managing director
• Co-responsible for restructuring measures - closure of unprofitable locations, workforce adjustments and layoffs, and process optimization with documentation - thereby improving liquidity and securing around 70% of jobs
• Created a full overview of business processes in logistics, accounting, and HR, laying the foundation for future improvements and efficiency gains
• Developed a strategy for the purchasing department as well as employee and motivation strategies to secure stability, key staff retention, and performance during the crisis
• Prepared and supported negotiations and discussions with major suppliers, creditors, and senior bank executives; achieved high waiver amounts, strengthened trust, and largely prevented resignations of key employees

• Advised and enabled several agile teams as well as the project lead in building and establishing agile KPIs in order to create transparency on progress, flow, and delivery capability and enable data-driven management
• Coached leaders in agile leadership and supported them in using the KPIs to enable effective decisions and continuous improvement

SAP S/4HANA greenfield in the ART P2P (SRM/MM), part of a SAFe® Solution Train; 500+ people, customized SAFe®.

• Supported the team and leadership in fine-tuning the agile way of working, improving flow in the ART, reducing escalations, and increasing satisfaction
• Advised stakeholders and the business area and set up coordination formats, which improved collaboration and clarity on priorities and delivery expectations
• Took over SAP MM consulting incl. ABAP code reading and debugging to analyze business issues faster and speed up delivery in the P2P environment

Professional negotiation

Global rollout of AI-based pricing as well as new pricing software/processes in SAP S/4HANA; 200+ people DE/Romania; Scrum, partly SAFe®.

• Supported teams and leadership in further developing the agile method
• Advised stakeholders
• Designed and delivered agile trainings and workshops
• Change communication and leadership coaching

Introduction of SAFe® for 1,500+ people as well as in the corporate context for 10,000+ people; 15 people from the executive area.

• SAFe® is initially being introduced for 500+ people based on the strategy presented; for the corporate area, the full board decided, as proposed, to refrain from implementation for the time being

• Delivery of SAFe® trainings for leaders and key roles (more than 2,500 roles trained) in global transformation programs
• Training in Leading SAFe®, RTE, Product Manager/Product Owner, Scrum Master and SAFe® for Architects with a focus on implementation confidence and handling critical situations
• Design and delivery of agile trainings and "Agile 4/SAP" formats for a shared understanding of scaled agility in large SAP/S4HANA programs

• Design and delivery of the first IHK-certified training program in Germany for “Agile Transformation Coach”

European data exchange platform for the automotive industry; 500+ people in Germany; 5 ARTs and portfolio; adapted SAFe®; budget EUR 250+ million.

• Setup of an Agile Release Train (100+ people) for the first PI Planning
• Training and coaching of key roles (RTE, PM, SA, SE, PO)
• Support for Product Management with backlog and vision as well as backlog prioritization

Change and transformation management; 100+ people in Germany; change management.

• Review of all supplier contracts and transfer into process descriptions, job profiles and value profiles to prepare an in-/outsourcing decision
• Preparation of the documents for a Europe-wide tender
• Development of a change concept including change communication

SAP consolidation from 60+ systems to one S/4HANA system; 200+ people globally; tailored SAFe®/Hybrid Agile; budget €200 million.

• Advising the CIO, CFO and program lead; developing the implementation strategy
• Supporting the creation of team and program backlogs; selecting and introducing an agile PM tool
• Preparing the Big Room Planning; setting up training and coaching for specific target groups
• Change communication; defining KPIs

Introduction of agile ways of working as part of the transformation "AOK 2022"; 100+ people, Magdeburg; Agile.

• Preparation, delivery and follow-up of the first two Big Room Plannings

Global Salesforce rollout for the customer journey; 180+ people, 14 locations (DE/Florida); SAFe®; budget €100m.

• Introduction of SAFe® incl. two PI planning workshops; responsibility as RTE for two PIs and handover to the customer counterpart
• Training and coaching at all levels, including the executive board; change communication
• Coaching of Product Management on backlog, roadmap and prioritization; coaching of the executive board on agile topics

SAP HANA native development program; 250+ people globally; customized SAFe®; budget €200m.

• Introduction of SAFe® with two Agile Release Trains
• Coordination of portfolio activities for outcome-driven prioritization of epics incl. coaching of the epic owners
• Flow optimization and removal of impediments; change communication
• Build-up of a LACE (Lean-Agile Center of Excellence) and handover to the customer; leadership of a team of four Agile Coaches

• Responsibility for recruiting and sales (annual utilization avg. 85%)
• Conceptualized and launched the world’s first SAP Agile Academy for employees from manager level and above (2018)
• Trained participants to become lean-agile experts in bootcamps; helped develop the financial concept; worked as trainer and mentor
• Built a training academy for the open market (“SAP Delivery Agility Fundamentals,” ICAgile certified)
• Further developed the talent program “Jump Start”; coached and led eight colleagues as a career counselor (including with OKRs)
• Coaching experiment with five people to improve agile leadership skills; consulting up to board level; change communication into the global Accenture organization

• Supporting organizations with tailored change and transformation solutions to embed agility effectively and make digital transformation measurable
• People and leadership at the center – from targeted leadership development to building individual (agile) academies and practical training programs

• 09/2014–12/2015: SAP FI and FI/CO consultant in steel and pharma; in the steel global template, focus on SAP FI incl. FSCM Dispute Management, SolMan as well as SD/MM/CO touchpoints (incl. ABAP debugging); workshops, customising documentation, main contact for India, test company code across FI/CO/SD/MM
• Then pharma global carve-out as SAP FI/CO consultant: international workshops, data migration documents (HP ALM), operational support for the sub-project lead
• 01/2016–12/2016: lighting manufacturer (LED), responsible for the entire carve-out in SAP Controlling, sub-project lead; Europe-wide setup of a standard data platform and control of the migration; advising country boards and managers at the 2nd/3rd level

• Interim IT Manager for two DATEV sites and five training centers