Ralph S.-Organizational Architect and PMO for Complex Transformations and Strategic Reorganizations
Check rate
Experience
Interim Head of Business Excellence
DEHN SE
Process architect and transformation driver for company-wide excellence initiatives (covering a vacancy) Establishment 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, process role architecture and further development of the integrated management system – including international implementation (Romania, USA).
Scope:
- Management of the Business Excellence department with 6 employees and functional leadership of 20+ Process Owners
- Establishment of a global process operating system (architecture, roles, governance, global-local logic)
- Development of a group-wide control and KPI system for processes (transparency, KPIs, maturity)
- Introduction of mechanisms to ensure effectiveness in day-to-day operations (role enablement, communities, feedback)
- Governance and role framework for new production sites in Romania and USA (mandates, roles, decision logic)
- Stabilization 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 — the basis for consistent management and scalability.
- End-to-end process ownership strengthened - Process Owner roles globally defined, qualified and anchored in Communities of Practice — clear ownership structures across all sites for the first time.
- KPI and process management logic established - Uniform KPI system, maturity model and reporting principles developed — the basis for fact-based decisions, prioritization and transparency throughout the company.
- Effectiveness in day-to-day operations increased - Enablement architecture, onboarding mechanisms, regular meeting formats and feedback loops introduced — the process system is applied 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 setup, management and integration.
Executive Consultant – Corporate Development & Transformation
DEHN SE
Architect for organizational design, project management and change in a technology-driven family-owned company
Establishment of a group-wide Corporate Project Management Office, development of a global Target Operating Model and implementation of an integrated process and governance framework. Responsibility for structure, roles, decision logic and organizational enablement in key transformation areas (innovation, processes, governance, culture).
Establishment of a Corporate PMO including IT integration, PM software (Clarity) and training architecture
Development of a global Target Operating Model (matrix structure, roles, governance)
Establishment of a global process house including Process Owner structure and prioritization logic
Digitalization of the project application process and modeling of key end-to-end processes
Design and introduction of a group-wide change and culture program
Preparation of Board and AR presentations and enablement of an HR talent group
Corporate Project Management Office successfully established - Structures, roles, governance and PM software introduced — the basis for consistent management of 16 strategic initiatives.
Global Target Operating Model developed and aligned - Matrix structure, role architecture and collaboration model defined — clear responsibilities and consistent management logic across all areas.
Process house and Process Owner structure established - Global process architecture, prioritization logic and role model introduced — binding end-to-end responsibility established throughout the company for the first time.
Innovation and product development processes newly modeled and digitalized - “Idea to Innovation” and “Innovation to Product/Solution” defined as end-to-end processes — including a digitalized project application process.
Change and culture program designed and launched - Target visions, roles, training modules and communication logic developed — the basis for cultural development and leadership in transformation.
Interim Manager - Director Global Engineering Excellence
DEHN SE
- Functional and budgetary management of Global Project Management, Engineering Data Management and Product Documentation with 6 direct reports and 36 employees, budget responsibility of 2,6 Mio. €
- Leadership and coaching of executives and the staff team in leadership, ownership and Lean
- Organizational development from a functional to an internationally process-oriented structure
- Process Owner in Product Lifecycle Management: introduction of Clarity, development of hybrid project portfolio management, innovation and funding management
- Establishment of a central product information management system and data governance workflow with 70 companies
- Technical documentation including installation instructions, drawings and Master Data Management
- Digital ProductPass pilot project: design and company-wide implementation
- Member of the core team for the Board project Target Operating Model 2030, Processes stream
Sustainable Results:
- Introduction and training of the E2E innovation and product development process
- Establishment of a global master data team with governance structure
- Successful implementation of Clarity
- Division win in the company-wide Lean team competition
- Implementation of the Digital ProductPass
- Definition of strategy house and roadmap through 2030
- Realization of 90 TEU efficiency improvement
Executive Consultant / Project Manager - HR Transformation and HR Change
Syntegon Technology GmbH
- Management of the Collaboration & Change workstreams with 7 BU Heads, 18 Managing Directors and 5 Enabling Functions
- Development of standardized Business Unit blueprints
- PMO management of the HR transformation program with four subprojects (HR IT, Job Grading, reorganization, business model)
- Level 1 management reporting
- Development and rollout of a transformation roadmap for the HR service catalog, roles, meeting landscape, collaboration model, people development, IT systems, works council/union communication, change communication and training
- Co-lead of overall communication and design of target-group-specific training modules
- Establishment of people networks and communities
- Design of the job architecture and naming convention for the HR master data system
Sustainable Results:
- Installation and establishment of the new business model at management level
- Strategic preparation and successful launch of the HR transformation
- Job architecture designed, aligned with governance and embedded
- Company-wide training and handover of roles and training
Executive Consultant / Project Manager - Executive Development & Change Management
Hirschmann Automotive GmbH
- Development of a new collaboration model to increase value creation and optimize PEP & organizational model
- Qualification of the project core team as change agents and trainers for the rollout (~750 participants)
- Site-wide culture change workshops to improve collaboration and culture
- Development of a new leadership vision and establishment of department-specific leadership and project routines, including standards
- Delivery of executive training LVL 1–3 focusing on Leading in Change (150 participants, Ø Evaluation 1,3)
- Design and implementation of communication formats (events, media, online)
- Coaching of executives in goal setting, planning, meetings, team building and facilitation training
Sustainable Results:
- Introduction and establishment of the reorganization as an agile, customer-oriented organization with a focus on efficiency
- Structural integration of the executive development program
Agile Multi-Project Manager – Project Restructuring and Consulting
Roche Diagnostics GmbH
- Optimized the BRR process for real-time approval, a higher level of automation and compliance
- Restored methodology and structure in an ongoing project
- Structured complex tasks and dependencies and managed interfaces
- Continued the system analysis with 8 stakeholder groups and two global projects
- Conducted a GAP analysis to identify and plan implementation options in global systems
- Planned adaptations and training measures
Sustainable results:
- Restructured the projects, including an agile, phase-based project plan with decision gates
- Developed a new collaboration model
- Created management templates for defining scope and the target vision
- Conducted risk and stakeholder analyses with a communication concept
Executive Consultant / Project Lead - Establishment and Development of Project Management Office and Coordination of
Berner Group
- Established and further developed a strategic PMO to coordinate 16 projects in Sales & Marketing, HR, Supply Chain, ContactCenter 2.0 and other areas
- Identified optimization potential and prepared decision templates
- Trained and coached project managers in methodology and PM tools
- Established structured change management with a training program for Sales and second-level management
- Operationalized strategic goals at employee level through workshops, personnel development and controlling
- Led the market entry concept project as a blueprint for Sales 2.0: go-to-market strategy, marketing strategy, territory planning, sales and service offensive, qualification of managers and field sales staff
Sustainable results:
- Stabilized and handed over the strategic PMO to line managers
- Developed a holistic market entry strategy based on the 7P as a blueprint for omnichannel sales
Executive Consultant / Project Lead - Change Program ERP Implementation
Rosenberger Hochfrequenztechnik GmbH & Co. KG
- Qualified and coached sub-project managers in change objectives, change awareness, communication methods, role clarification and mentoring
- Conducted change awareness workshops and developed digital training plans
- Developed a change architecture with one-time and systemic measures as well as a change roadmap
- Created a communication plan and target visions, developed a change story and coached managers
- Provided sparring and interventions and established rules and discipline in interface and stakeholder management
- Prepared management-level reporting and project controlling (Plan vs. Actual)
Sustainable results:
- Qualified and coached project managers, including acceptance monitoring and pilot rollout
- Introduced clear roles (project manager, key user, change agent) with training and coaching
- Established a holistic change architecture involving first-line managers
- Initially enabled the change core team to take on the ambassador role
Executive Consultant – Sales Architecture, Segment Training & Academy Relaunch
Essity / Tork
Architect of a comprehensive transformation program to realign sales qualification for field sales, inside sales and trade partners. Developed a new segment-specific Horeca training (igefa pilot) and fully relaunched the Tork Business Academy and Segment Academy. Responsible for structure, methodology, learning paths, role logic, training architecture, LMS integration and the practical enablement of sales teams in several regions.
Developed a new segment-specific Horeca training including product, segment and customer logic (personas, trends, spearheads, cross-/upselling).
Designed a holistic conversation guide for field sales and inside sales (in person, by phone, video).
Conducted a two-day pilot training for igefa (segment training + sales training).
Created a complete training deck (agenda, exercises, role plays, checklists, guides, feedback mechanisms).
Relaunched the entire Tork Business Academy (Modules 1–5) and integrated the Tork Segment Academy into a unified training system.
Developed a modular training architecture for field sales, inside sales and generalists (segment vs. generalist).
Designed standardized learning paths and mandatory LMS modules (Tork E-Campus) as preparation for F2F training.
Defined role logic, trainer architecture, train-the-trainer mechanisms and governance for international delivery.
Structured the methodology landscape (F2F, digital, LMS, webinar, tools, best practices).
Successfully developed and piloted a new segment-specific Horeca training – holistic sales conversation, guides, personas, cross-/upselling, objection handling; high acceptance among igefa and Tork field sales.
Completely redesigned the Tork Sales Academy – one unified training brand instead of sub-brands, with a clear structure for field sales, inside sales and generalists; scalable for DACH/BLX/CEE.
Introduced modular learning paths and mandatory LMS preparation – digital basic qualification, clear segment logic, standardized learning paths, greater efficiency and better participant preparation.
Professionally advanced the sales teams’ methods – new conversation guides, role-play mechanisms, tools, checklists, segment solutions; noticeable increase in confidence and sales effectiveness.
Executive Consultant / Project Lead – Networking and Realignment of Five Sales Areas
Schlüter-Systems KG
- Agile workshop-based approach with best-practice concepts, activity structure analysis and process documentation
- Adapted the organization to optimized processes (CRM system ADITO), including international interfaces
- Defined future processes, increased transparency of the customer journey and integrated application technology sales
- Improved communication and information flows and designed a concept for CRM data maintenance
- Defined roles, activity profiles, decision-making structures, regular communication and meeting organization
- Developed organizational charts, role descriptions, checklists, guides and training courses
- Managed 33 sub-projects such as complaints, CRM data maintenance, campaign management and sales training
Sustainable results:
- Significantly improved internal collaboration and interface management
- Greater confidence and reliability through transparent processes and supporting tools
- Transparent cross-functional structures with international adaptation
- Developed and monitored a stabilization concept, including training and KPIs
Executive Consultant / Project Lead – Further Development of Global PLM Processes and Organization
Paul Hartmann AG
- Development of best-practice concepts to strengthen Product Ownership in Product Management, R&D and Production
- Establishment and redefinition of global and local Product Management, including role descriptions and RACI
- Development of a group-wide phase and gate model including regulatory requirements (MDR)
- Synchronization of regulatory requirements for labeling, market approval, clinical evaluations, Risk Management, Compliance and Make-or-Buy
- Stakeholder interviews, communication plan and concept for implementing Manufacturing Engineering and Quality Planning
- Training concept for the global rollout as well as delivery of training and coaching
Sustainable results:
- End-to-end process mentality through improved process definitions
- Organizational structure supports global presence and regulatory compliance
- Introduction of KPIs to monitor risks and compliance with regulatory standards
Executive Consultant / Project Lead – Transformation ‘Building the Future’ – Brand and Product Relaunch
Paul Hartmann AG
- PMO for three international product launches in 37 markets (volume: 210 Mio. €)
- Rebranding and repositioning of a care product range and two incontinence products
- Management of regulatory requirements (FDA Readiness) and implementation of the new development process including training on PRO
- Portfolio planning, product positioning and value creation process for strategic pricing
- Development of Launch Manual on SharePoint and eLearning concept
- International sales training concept ‘System Selling’ and project coordination with markets
- Business Development: new collaboration model between HQ and markets
- Design of a new role model for International Marketing HQ
- Coaching and training of project managers in Product and Project Management
Sustainable results:
- Successful handover of products for rollout within schedule and budget
- Integration of Business Development into the business unit strategy
Project Lead Marketing Strategy and Business Development for New Product Marketing Function
BASF Business Services Holding GmbH
- Support in defining the marketing strategy in IT and Supply Chain Business Relationship Management
- Development of the future strategy based on current-state analysis and interface analysis
- Creation of the setup for transferring the change program into the Product Marketing line function from 2017
- Development of positioning, RACI and coordination of interfaces
- Preparation of the management board presentation until decision-ready
- Project Management Business Solution Marketing: identification of best practices in 8 business areas, validation of savings (750 TEU) and internal marketing
Sustainable results:
- Approval through management board presentation
- Integration of the function into the line organization from 2017
- Confirmed savings potential of 1 Mio. € as of 31.12.2016
Project Lead International Sales Training for Product Launch
Paul Hartmann AG
- Design, organization and implementation of international sales training for two B2B product ranges in 27 markets (approx. 750 participants, 10 languages, volume 300 Mio. €)
- Creation of training content: strategy, positioning, sales stories, conversation guides, pricing and value selling
- Design of an eLearning tool with gamification for measurement and incentivization, as well as community building
- Implementation of an international Marketing & Sales Cockpit for post-launch evaluation with KPIs
- Management of external and internal service providers
Sustainable results:
- Significant increases in margins and contribution margins in 80% of the trained sales organizations
- Strengthening of competitive advantages in price-driven markets
- Adoption of the concept as a benchmark for other business areas
Program and Project Lead - Transformation “Building the Future” Incontinence Hygiene Business Unit
Paul Hartmann AG
- Management of 21 subprojects including Branding & Positioning, Market Insights Institutions, Digital Sales Channel and Product Launch projects based on regulatory requirements
- Installation of regular reporting models and committee (PLP Project Board)
- Organizational development in Marketing and R&D including role definition and responsibilities
- Definition of a collaboration model between HQ and markets based on TQM and pricing process
- Support with marketing and portfolio strategy (300 Mio. €)
- Coaching of project managers in Change Management
Sustainable results:
- Integration into the business unit strategy and rollout of products and product ranges
Project Management - Creation and Implementation of New Brand Positioning
BILZ Werkzeugfabrik GmbH & Co. KG
- Development of brand positioning through analysis and workshops, and internal communication
- Training and coaching for managers and employees
- Conducting workshops and integrating them into sales and marketing activities
- Implementation monitoring
Interim Key Account Management, preparing the Key Account function for the medical technology sector
GO! General Overnight
- Customer segmentation and development of a sales concept including product definition and CRM process description
- System integration and employee training
- Onboarding of permanent Key Account Managers
Interim Head of Marketing
AUDACON AG
- Management of a 4-person marketing team
- Optimization of the marketing planning process
- Project management and implementation of marketing projects (direct communication, print, catalog)
Managing Partner / Interim Manager, Business Consultant and Senior Trainer
BER Marketing GmbH
- Consulting and strategy development in construction, electrical engineering, sanitary trade, medical technology, connectors and connection technology, eMobility, building technology, interior design, gardening and landscaping equipment, and machine tools
- Implementation of market launch strategies, brand positioning, marketing and sales checks, market analyses, and PR activities
- Conducting training sessions and workshops on various topics and across different industries
Manager Sales & Brand Management
Daimler Financial Services AG
- Establishment of European marketing in the newly founded Sales & Marketing Europe division
- Development and implementation of the European Sales & Marketing strategy, including a product development roadmap
- Brand positioning and rollout of brand communication across business units and markets
- Planning and implementation of central marketing activities: trade fairs, conferences, online, press
- Sales support for KAM and CRM materials
- Market analyses, controlling, and reporting for 16 European markets
- Introduction of European Sales & Marketing processes and a Market Management model
- Team management (4 employees) and deputy department management (12 employees), budget responsibility 500 TEU
Manager Corporate Media & Internet
Daimler AG
- Editor-in-chief of Corporate Media, development of global CI/CD and CRM, internationalization of the customer magazines „Transport“ and „ROUTE“
- Topic management and winning numerous communication awards
- Design and management of the central website and market adaptations
- Campaign management, topic management and introduction of eCRM
- External and internal corporate communications: strategy development, editorial leadership, editing
- Project management for new brand positioning and workshops on the brand experience
- Team management (6 MA) and deputy department management (25 MA), budget responsibility of €3.5 million
Marketing Specialist Retrofit and Accessories
DaimlerChrysler AG
- 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, Hannover) and sales support with sales promotion materials
Communication and PR Consultant
Independent Communication and Public Relations Consultant
- Design and implementation of the After-Sales marketing strategy, including market potential analysis for Daimler AG
- Competitor analysis and PR strategy for Continental AG
- Customer and market analysis for the market launch of air-conditioning systems at Eberspächer GmbH
- Market analysis and redesign of sales promotion for Haweka GmbH
Assistant, Tourism Division
gbk-Gütegemeinschaft Buskomfort e.V.
- Press spokesperson and organization of press conferences, press events and press trips
- Organization and execution of trade fairs
- Preparation of board and advisory council meetings
Secretariat, Support for Homeless People / Representative for Civilian Service Volunteers
Caritasverband e.V.
- Management of the secretariat in the Social Services department
- Representative for 42 civilian service volunteers
- Leisure activities, evening programs, team building and visits to public authorities
Industry experience
See where this freelancer has spent most of their professional time.
Experienced in Manufacturing, Professional Services, Construction, Automotive, Tourism, and Healthcare.
Business area experience
See which departments and functions this freelancer has contributed to most.
Experienced in Marketing, Sales, Project Management, Strategy, Product Development, and Business Intelligence.
Summary
Organizational architect for structure, governance and leadership in transformations of complex organizations.
Profile
- I support industrial companies in setting up their organizations more clearly, efficiently and resiliently during periods of high complexity, change and uncertainty. I work with NAVOK®, my system for organizational clarity. It creates structure, role logic and decision-making ability in complex situations and provides the methodological framework for my work as an organizational architect – from analysis through structural and governance design to enabling leadership teams.
- I consistently combine strategic and conceptual work with operational implementation. In transformation and reorganization projects, I take responsibility as an interim manager, executive consultant and program manager – from defining the target state through structural and process architecture to sustainable integration into the organization.
- Depending on the project situation, I act, among other things, as project manager or program manager (classic & agile), PMO strategist / Process (House) Owner, Agile Coach, trainer and moderator, as well as an interim executive.
Skills
Transformation & Change Expertise
- Organizational Transformation Development Of Organizational Structures, E.G. In Hr, Sales, Engineering/Development, Collaboration Models, Target Operating Models, Role And Job Architectures, As Well As Hr Service Catalogs In International Industrial Companies.
- Erp And It Transformations (Organizational Focus) Design And Implementation Of Change Programs As Part Of Erp And System Implementations (Including Sap Successfactors, Proalpha, Clarity), With A Focus On Governance, Role Clarification, Stakeholder Management And Qualification.
- Change Management & Culture Development And Implementation Of Change And Culture Programs, Change Communication, As Well As Enabling Change Agents And Executives During Transformation Phases. Project & Program Management
- Management Of Complex Initiatives Management Of Reorganizations, International Rollouts, Transformation And Efficiency Programs, As Well As Company-Wide Process And Organizational Landscapes.
- Strategic Pmo & Project Portfolio Management Establishment And Management Of Strategic Pmos, Introduction Of Project Portfolio Structures And Pm Software, As Well As Methodological Enablement Of Project Managers For The Sustainable Professionalization Of The Project Landscape.
- Go-To-Market & Business Development Development And Implementation Of Product Lifecycle Management Approaches, Core Processes, Market Entry Strategies, Launch Management And Sales Transformation Initiatives. Leadership & Coaching
- Executive Development & Coaching Design And Delivery Of Leadership Programs With More Than 2.300 Participants (Ø Evaluation 1,3), Focusing On “Leading In Change”.
- Agile Business Coaching & Facilitation Enablement Of Project Managers, Change Agents And Executives In Agile Methods, Decision-Making And Leadership Routines; Facilitation Of Demanding Workshops And Transformation Formats.
- Trainer & Author Design And Delivery Of Practical Training Programs; Author Of The Specialist Book “Agiles VeräNderungsmanagement Im Vertrieb – Das Praxishandbuch FüR Erfolgreiche FüHrungskräFte”.
Additional Methodological And It Expertise
- It: Ms Office, Sharepoint, Crm (Adito), Google Csuite, Jira, Confluence, Clarity (Project Management), Aiio (Process Management)
- Methodological Expertise: Classic And Agile Frameworks – Prince2, Lean, Scrum, Business Process Management
Languages
Education
Berufsakademie Stuttgart und AKZO Coatings GmbH
Diplom-Betriebswirt (BA) · Business Administration, Specialization in Industry, Main Areas of Study Marketing and Materials Management · Stuttgart, Germany
Wirtschaftsgymnasium Stuttgart-West
Allgemeine Hochschulreife · Business · Stuttgart, Germany
Johannes-Kepler-Gymnasium
Languages · Stuttgart, Germany
Certifications & licenses
Fachberater im Vertrieb
IHK Heilbronn, Berner Deutschland GmbH
Fachkaufmann/-frau für Marketing
IHK Heilbronn
Handelsfachwirt
IHK Ulm
Statistics
Experience
Global experience
Expertise
Qualifications
Profile
Frequently asked questions
Have questions? Find more information here.
Ralph is based in Neckarsulm, Germany and can operate in on-site, hybrid, and remote work models.
Ralph speaks the following languages: German (Native), English (Advanced).
Ralph has at least 36 years of experience. During this time, Ralph has worked in at least 25 different roles and for 20 different companies. The average length of individual experience is 1 year and 5 months. Note that Ralph may not have shared all experience and actually has more experience.
Based on recent experience, Ralph would be well-suited for roles such as: Interim Head of Business Excellence, Executive Consultant – Corporate Development & Transformation, Interim Manager - Director Global Engineering Excellence.
Ralph's most recent position is Interim Head of Business Excellence at DEHN SE.
In recent years, Ralph has worked for DEHN SE, Syntegon Technology GmbH, Hirschmann Automotive GmbH, Roche Diagnostics GmbH, and BER Marketing GmbH.
Ralph is most experienced in industries like Manufacturing, Professional Services, and Construction. Ralph also has some experience in Automotive, Tourism, and Healthcare.
Ralph is most experienced in business areas like Marketing, Sales, and Project Management. Ralph also has some experience in Strategy, Product Development, and Business Intelligence.
Ralph has recently worked in industries like Manufacturing, Construction, and Professional Services.
Ralph has recently worked in business areas like Marketing, Sales, and Strategy.
Ralph holds a Bachelor in Business Administration, Specialization in Industry, Main Areas of Study Marketing and Materials Management from Berufsakademie Stuttgart und AKZO Coatings GmbH.
Ralph has 3 certificates. These include: Fachberater im Vertrieb, Fachkaufmann/-frau für Marketing, and Handelsfachwirt.
Ralph is immediately available full-time for suitable projects.
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Calculated based on our freelancers’ daily rates as of 27 Sep 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
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