Peter G.-Making complex transformations operational again. Clarity. Trust. Momentum. Delivery. IT Process Transformation |
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Experience
Senior IT Project Manager
REWE Group
Datacenter audit and subsequent transformation program
- Initial situation: Following a critical outage, the datacenter was considered the cause. A traditional audit was to be put out to tender.
- My diagnosis: The technical architecture was not the core problem. The key issues were the incident, diagnosis, and recovery processes, as well as a lack of transparency regarding costs and dependencies.
- Impact: The audit was implemented pragmatically in-house. The results and budget foundations became the basis for a multi-year international transformation program. I was then retained as the preferred candidate for a central transformation stream.
Senior IT Project Manager
REWE Group / NEO
- Senior IT Project Management in an international infrastructure, network, security, and platform transformation program between Handel International and REWE Digital Deutschland
- Management of complex IT transformation initiatives across several organizational units, countries, and stakeholder groups
- Coordination of interfaces between business, IT, infrastructure, security, and external service providers
- Establishment and stabilization of governance, decision-making, and escalation structures
- Management of dependencies, risks, priorities, and critical services within the ongoing program
- Stakeholder and executive communication in a complex enterprise environment
- Support in stabilizing stalled or complex project situations and restoring reliable delivery
- Work in hybrid delivery structures using traditional and agile approaches
Senior IT Project Manager / Assessment & Transformation Lead
REWE Group
Project: “Solid as a Rock” – Assessment and stabilization of IT operations
Environment: Enterprise IT / Retail / Datacenter & IT Operations
Assessment partner: HPE
Approach: Compact, agile assessment over approximately seven weeks
Scope: Organization, operations, network, architecture, security, availability, documentation, IT systems, and ITSM processes
Follow-up impact: Basis for a multi-year, large-scale transformation program
Reassessment of the original problem hypothesis before the contract was awarded.
Definition of the extended assessment scope covering technology, organization, processes, governance, and collaboration.
Evaluation and selection of a suitable assessment partner, as well as management of the collaboration with HPE.
Establishment of the project approach, timeline, working rules, and results structure.
Coordination of interviews and analysis activities across multiple IT and operations areas.
Critical review of existing explanations and comparison of conflicting perspectives.
Consolidation of results into action-oriented problem and initiative clusters.
Management and board communication on findings, risks, priorities, and options for action.
Transfer of findings into an active planning logic with target state, effort, duration, dependencies, and organizational requirements.
Development of the foundation for the roadmap, budgeting, and subsequent transformation program.
Clear distinction between the visible technical symptom and the underlying organizational causes.
Transparency regarding governance, process, role, architecture, and operational deficiencies across multiple organizational units.
Prioritized measures instead of further uncoordinated individual initiatives.
Management-ready decision-making foundations for stabilization and transformation.
Operationalization of findings in an active planning and roadmap logic.
Basis for a multi-year, large-scale transformation program and for the subsequent international harmonization of IT landscapes.
Sustainable connection between short-term operational stabilization and long-term transformation capability.
Senior IT Project Manager
TenneT TSO
- Senior IT Project Management of a highly critical datacenter and infrastructure program in the European energy sector
- Management of complex datacenter, infrastructure, network, and security transformations in an environment with high availability requirements
- Planning and management of migrations of business- and operations-critical IT infrastructure
- Program management at C-level/C3-level with international stakeholders, technical teams, and external service providers
- Establishment and management of governance, decision-making, risk, and escalation structures
- Management of complex technical and organizational dependencies across multiple workstreams
- Ensuring stability, continuity, and delivery during ongoing infrastructure changes
- Management in an international enterprise and critical infrastructure environment
Senior IT Project Manager
Federal Ministry / Digital Austria
- Senior IT Project & Program Management for Austria’s central e-government platform oesterreich.gv.at
- Management of a complex digital government program with more than 100 participants and a budget of around 4 Mio. €
- Cross-ministry coordination and governance between public clients, business units, IT, and external service providers
- Establishment and management of clear decision-making, escalation, and governance structures in the public-sector environment
- Management of budget, external service providers, dependencies, risks, and priorities
- Program and delivery management using Scrum and SAFe in a hybrid project environment
- Coordination of numerous stakeholders with different functional, organizational, and technical requirements
- Responsibility for transparent communication and reliable delivery in a politically and organizationally complex environment
Digital Austria Program Management
oesterreich.gv.at
- Starting point: A politically sensitive, cross-ministry software program had been blocked for a long time. Agile development and waterfall-oriented controlling created additional friction. After the Ibiza affair, funding was frozen on a massive scale.
- My diagnosis: The real problem was not the software, but governance, prioritization and the lack of a common management model.
- Impact: The program was radically focused, external costs were reduced, responsibilities were redistributed and the core team was downsized. Despite extremely limited funding, the initial launch of the national platform was achieved.
Volkswagen Financial Services
International consolidation of IT environments in Greece, the Czech Republic and France; security, datacenter, 400 applications, mobile device management.
Rollout Manager
ThyssenKrupp
Global rollout
- Starting point: A global workplace and infrastructure program was intended to integrate numerous companies and locations. After one month, only a few locations had been implemented.
- My diagnosis: It was not a lack of technical expertise, but the rollout process itself that limited the speed.
- Impact: Delivery was restructured and focused on scalability. The program covered around 1.200 branch offices, 40.000 employees and approximately 300 datacenters to be centralized.
GHX Europe
International datacenter consolidation and renewal of the customer/supplier system in the healthcare sector.
Skyguide / FABEC
SWOT and utility analysis for a European “Virtual Center” in the context of civil and military air traffic control.
Aduno Payment Services
Technical project management for the virtualization of 1,000 workstations and more than 30 backend systems; coordination between business units, IT and operations.
Management Coaching and Project Management
Swiss Post
Management coaching and project management for the introduction of a post office shop solution for 1,850 branches.
Project Management
SwissSign / Etoile
Project management for the expansion of an electronic health portal serving as a reference model for European eHealth structures.
Bosnia and Herzegovina
Investment and situation analysis in the field of eHealth on behalf of the Austrian Federal Economic Chamber.
Tuscany Region
Cost-benefit analysis for an electronic immigrant portal.
Project Management
Swisscom / FMH
Swiss Professional Health Card
- Initial situation: The Swiss medical profession needed a secure, personalized membership and physician ID card with authentication and digital signature.
- My diagnosis: Success depended not only on card technology, but also on long-term viability, acceptance, and the interaction between security, organization, and user requirements.
- Impact: The solution was introduced and its core technological concept is still in use today. For me, it remains one of the projects I am particularly proud of.
Project management for the introduction of the electronic Swiss physician card (Health Professional Card).
Industry experience
See where this freelancer has spent most of their professional time.
Experienced in Information Technology, Healthcare, Banking and Finance, Retail, Energy, and Utilities.
Business area experience
See which departments and functions this freelancer has contributed to most.
Experienced in Information Technology, Project Management, Operations, Strategy, Audit, and Product Development.
Summary
Senior IT Project & Program Manager with more than 30 years of experience in complex enterprise transformations and international IT programs.
My focus is where projects and transformations become challenging: stabilizing stalled programs, clarifying governance and decision-making paths, bringing business and IT together, and creating manageable delivery from complex dependencies.
I have led international programs and projects in IT infrastructure, datacenters, networks, security, platforms, software delivery, and digital government – including in retail, energy & critical infrastructure, the public sector, banking, healthcare, telecommunications, and industry.
My experience covers Project & Program Management, IT Transformation, stakeholder and executive management, governance, risk and dependency management, international rollouts, vendor and budget management, as well as agile and traditional delivery models.
I am particularly interested in challenging freelance Senior Project-/Program-Management and Transformation mandates where, in addition to methodological control, experience, communication, and pragmatic problem-solving are required.
In short: I am rarely needed when everything is already running perfectly. I am especially effective when an important initiative needs clarity, direction, and momentum again.
My approach does not begin with a new project plan. I start by listening and first speak with the people who actually feel the pain. I do not look for someone to blame, but for the information that is missing, misinterpreted, or lost between departments. I look not only at technology and the project plan, but also at processes, governance, information flows, roles, and decision-making paths. That is why my oldest guiding principle is: Information changes situations.
Skills
Program And Project Management In Challenging Transformation Situations
Stabilization Of Stalled Programs
Business-It Translation And Executive Communication
Governance, Risk, And Dependency Management
International Rollouts And Infrastructure Transformations
Digital Government, Banking, Retail, Energy, Healthcare, And Telecommunications
Datacenters, Networks, Security, And Platforms
Software Delivery And Cross-Organizational Integration
Agile And Traditional Management Models
Vendor, Budget, And Stakeholder Management
Crisis Stabilization And Pragmatic Recovery
Ai-Supported Analysis, Automation, And Custom Python Solutions
It Process Transformation, Process Optimization, And Scalable Delivery Models
Ai Readiness Through Clear Processes, Governance, And Information Flows
Public Administration & Egovernment
Retail & Consumer
Banking & Payment
Healthcare & Ehealth
Energy & Critical Infrastructure
Telecommunications
Industry & Manufacturing
Aviation
Languages
Education
Middlesex University London
MBA · Business Consulting · London, United Kingdom
Certifications & licenses
Advanced Negotiator by Schranner
Blue Ocean Strategy
Les Brown Speaker Development Training
USA
Managing Successful Programmes (MSP)
NLP
Program Management Professional
Statistics
Experience
Global experience
Expertise
Qualifications
Profile
Frequently asked questions
Have questions? Find more information here.
Peter is based in Vienna, Austria and can operate in on-site, hybrid, and remote work models.
Peter speaks the following languages: German (Native), English (Advanced), Russian (Elementary).
Peter has at least 20 years of experience. During this time, Peter has worked in at least 6 different roles and for 15 different companies. The average length of individual experience is 1 year and 3 months. Note that Peter may not have shared all experience and actually has more experience.
Based on recent experience, Peter would be well-suited for roles such as: Senior IT Project Manager, Senior IT Project Manager / Assessment & Transformation Lead, Digital Austria Program Management.
Peter's most recent position is Senior IT Project Manager at REWE Group.
In recent years, Peter has worked for REWE Group, REWE Group / NEO, and TenneT TSO.
Peter is most experienced in industries like Information Technology, Healthcare, and Banking and Finance. Peter also has some experience in Retail, Energy, and Utilities.
Peter is most experienced in business areas like Information Technology, Project Management, and Operations. Peter also has some experience in Strategy, Audit, and Product Development.
Peter has recently worked in industries like Energy, Utilities, and Information Technology.
Peter has recently worked in business areas like Information Technology, Project Management, and Audit.
Peter holds a Master in Business Consulting from Middlesex University London.
Peter has 9 certificates. Among them, these include: Advanced Negotiator by Schranner, Blue Ocean Strategy, and ITIL Foundation.
Peter is immediately available full-time for suitable projects.
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Calculated based on our freelancers’ daily rates as of 24 Sep 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
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