Ralph Strobel-Organisational architect and PMO for complex transformations and strategic reorganisations

Process architect and transformation driver for company-wide excellence initiatives (interim cover) Set-up and management of a company-wide process and governance framework to strengthen structure, leadership and effectiveness in an internationally growing family-owned company. Responsibility for the global process house, end-to-end governance, the process role architecture and the further development of the integrated management system - including international implementation (Romania, USA).

Scope:

• Lead the Business Excellence department with 6 employees and functional leadership of 20+ process owners
• Build a global process operating system (architecture, roles, governance, global-local logic)
• Develop a group-wide control and KPI system for processes (transparency, KPIs, maturity)
• Introduce mechanisms for effectiveness in day-to-day business (role enablement, communities, feedback)
• Governance and role framework for new production sites in Romania and the USA (mandates, roles, decision logic)
• Stabilisation and further development of the integrated management system (IMS)

Sustainable results:

• Global process operating system established - structure, roles, governance and global-local rules defined as a binding framework and anchored in the management system — basis for consistent steering and scalability.
• End-to-end process ownership strengthened - process owner roles globally defined, qualified and anchored in communities of practice — for the first time clear ownership structures across all sites.
• KPI and control logic for processes built - unified KPI system, maturity model and reporting principles developed — basis for fact-based decisions, prioritisation and transparency across the company.
• Effectiveness in day-to-day business increased - enablement architecture, onboarding mechanisms, regular meeting formats and feedback loops introduced — process system is used in daily work and continuously improved.
• Governance framework for new site implemented - mandates, roles, decision paths and escalation logic for the new production site in Romania developed — clear structure for set-up, steering and integration.

• Functional and budget responsibility for Global Project Management, Engineering Data Management and Product Documentation with 6 direct reports and 36 employees, budget responsibility €2.6m
• Leadership and coaching of managers and staff in leadership, ownership and lean
• Organisational development from a functional to an international process-oriented structure
• Process owner in Product Lifecycle Management: introduction of Clarity, development of hybrid project portfolio management, innovation and funding management
• Set-up of a central product information management system and data governance workflows with 70 companies
• Technical documentation including installation instructions, drawings and master data management
• Digital Product Passport pilot project: design and company-wide implementation
• Member of the core team for the board project Target Operating Model 2030, stream Processes

Sustainable results:

• Introduction and training of the end-to-end innovation and product development process
• Set-up of a global master data team with governance structure
• Successful introduction of Clarity
• Department winner in the company-wide lean team competition
• Implementation of the Digital Product Passport
• Definition of strategy house and roadmap to 2030
• Realisation of 90 TEU efficiency gain

• Development of a new collaboration model to increase value creation and optimise PEP & organisational model
• Qualification of the project core team as change agents and trainers for the rollout (~750 participants)
• Company-wide culture change workshops to improve collaboration and culture
• Development of a new leadership guideline and establishment of department-specific leadership and project routines including standards
• Delivery of leadership training LVL 1–3 with a focus on leading through change (150 participants, avg. evaluation 1.3)
• Design and implementation of communication formats (events, media, online)
• Coaching of managers in goal setting, planning, meetings, team building and facilitation training

Sustainable results:

• Introduction and establishment of the reorganisation as an agile, customer-focused organisation with a focus on efficiency
• Structural anchoring of the leadership programme

• Building and further developing a strategic PMO to coordinate 16 projects in Sales & Marketing, HR, Supply Chain, ContactCenter 2.0, and others
• Identifying optimization potential and creating decision templates
• Training and coaching project managers in methodology and PM tools
• Establishing structured change management with a training program for sales and the second management level
• Operationalizing strategic goals at employee level through workshops, people development, and controlling
• Project management of the market entry concept as a blueprint for Sales 2.0: go-to-market strategy, marketing strategy, territory planning, sales and service campaign, qualification of managers and field sales

Sustainable results:

• Stabilization and handover of the strategic PMO to line managers
• Development of a holistic market entry strategy based on the 7Ps as a blueprint for omnichannel sales

• Agile, workshop-based approach with best-practice concepts, activity structure analysis, and process documentation
• Adjusting the organization to optimized processes (CRM system ADITO) incl. international interfaces
• Defining future processes, transparency in the customer journey, and integration of application-related sales
• Improving communication and information flows, concept for data maintenance in the CRM
• Defining roles, job profiles, decision structures, regular communication, and meeting organization
• Developing org charts, role descriptions, checklists, guidelines, and trainings
• Managing 33 sub-projects such as complaints, CRM data maintenance, campaign management, and sales training

Sustainable results:

• Clearly improved internal collaboration and interface management
• Greater security and reliability through transparent processes and supporting tools
• Cross-department transparent structures with international adaptation
• Development and monitoring of a stabilization concept incl. trainings and KPIs

• PMO for three international product launches in 37 markets (volume: €210m)
• Rebranding and repositioning of a care line and two incontinence products
• Management of regulatory requirements (FDA readiness) and implementation of the new development process incl. training on PRO
• Assortment planning, product positioning, and value creation process for strategic pricing
• Development of launch manual on SharePoint and e-learning concept
• International sales training concept “System Selling” and project coordination with markets
• Business development: new cooperation model between HQ and markets
• Concept development for a new role model for international marketing HQ
• Coaching and training of project managers in product and project management

Sustainable results:

• Successful handover of the products for rollout within time and budget
• Integration of business development into the department strategy

• Concept, organization, and delivery of an international sales training for two B2B assortments in 27 markets (approx. 750 participants, 10 languages, volume €300m)
• Creation of training content: strategy, positioning, sales stories, talk tracks, pricing, and value selling
• Concept development of an e-learning tool with gamification for measurement and incentives as well as community building
• Implementation of an international marketing & sales cockpit for success follow-up with KPIs
• Management of external and internal service providers

Sustainable results:

• Significant margin and contribution margin increases in 80% of the trained sales organizations
• Increase in competitive advantages in price-driven markets
• Adoption of the concept as a benchmark for further business units

• Creation of the brand positioning through analysis and workshops and internal communication
• Trainings and coaching for managers and employees
• Delivery of workshops and integration into sales and marketing measures
• Implementation controlling

• Leading a 4-person marketing team
• Optimising the marketing planning process
• Project management and implementation of marketing projects (direct communication, print, catalogue)

• Building European marketing in the newly founded Sales & Marketing Europe division
• Creating and implementing the European sales & marketing strategy including a product development roadmap
• Brand positioning and rollout of brand communication across business areas and markets
• Planning and delivering central marketing activities: trade fairs, conferences, online, press
• Sales support with KAM and CRM materials
• Market analyses, controlling and reporting for 16 European markets
• Introducing European sales & marketing processes and the market management model
• Team management (4 employees) and deputy department head (12 employees), budget responsibility of EUR 500k

• Marketing of the audio and auxiliary heating product lines, including product management, pricing, and sales promotion (+10% revenue)
• Implementation of the marketing strategy for the market launch of the first commercial vehicle telematics system
• Trade fair organization (IAA Frankfurt, Hanover) and sales support with sales promotion materials

• Press spokesperson and organization of press conferences, press events, and press trips
• Organization and delivery of trade fairs
• Preparation of board and advisory board meetings