Saša Bošković-Senior Project Manager / Business+IT Transformation Consultant

Following the merger creating Credendo – Trade Credit Insurance, supported leadership in sharpening commercial positioning and translating strategy into an executable programme.

• Facilitated structured discovery and design workshops using an impact/goal-oriented project planning approach
• Structured a prioritised topic landscape with 16 interconnected areas, translating leadership ambiguity into a work programme with clear ownership, phasing, and dependencies across the commercial system (end-to-end, not only sales)
• Consolidated the Work Breakdown Structure (WBS) into deliverable-based packages, including dependencies, phasing, governance logic and an implementation roadmap
• Prepared leadership-ready decision input, visualised complex interdependencies and integrated storytelling and change enablement to support leadership alignment and adoption
• Prepared managers' introduction materials including Leadership Facilitation, Feedback Collection & Escalation Guides for line managers / department heads
• Remote mentoring/coaching of the internal Programme Manager (regular check-ins)
• Ongoing advisory support from a prepaid hour package: governance and decision-making, dependency and risk management, delivery discipline, stakeholder alignment and change adoption

Supported the merger of two sister companies into Credendo – Trade Credit Insurance as external programme manager. Worked with ~70 contributors across functions and locations.

• Set up programme governance based on legal steps and target-state requirements (workstreams, cadence, RAID tracking, decision forums) and prepared steering committee decisions
• Managed integration planning and cross-stream dependencies to ensure business continuity across operations, compliance/legal, finance, ICT and organisational design
• Developed a change strategy based on the Prosci ADKAR framework and supported the OCM in Sponsor and leadership activation, communication, training, and adoption mechanics
• Coordinated process and operating-model alignment across the merged organisation (sales, underwriting, claims, policy management) together with the internal organisational design manager
• Supported the ICT team on the SAP4i target system and assisted operational units in designing and implementing the Policy Transfer Process & Communication
• Supported readiness and cutover coordination; drove issue follow-up to resolution and handover into business-as-usual
• Legal merger completed on schedule; business continuity maintained across all operational and compliance streams throughout integration

Coordination and support of three strategically important projects for a German market leader in transport packaging: 1. VMI Implementation | 2. Goods Allocation Analysis | 3. Workforce Management Rollout

• VMI Implementation: applied ECR/GS1 best practice, facilitated VMI service including forecasting, visual inspections, space requirements and process error summaries; documented project and handed over to operating department in compliance with the SLA
• Goods Allocation Analysis: conducted current-state analysis and interviews, facilitated workshops, compiled change requests, decision templates and quarterly project charter planning
• Workforce Management Rollout: planned and executed the “One Team Logistics” event to support acceptance of the new working-time model; coaching of logistics team leaders
• Delivered workflow/configuration workbook for Tamigo workforce management software including connection to EasySecure time recording
• Coordinated API interface to existing HR software (aventini HR AppBoard); reviewed and documented all processes using Camunda Modeler
• Supported tests (planners/HR/admins), bug tracking, go-live and user support; produced lessons learned documentation Go-live support & user support in the application as well as documentation; lessons learned

As part of the migration of a leasing application (fleet >80,000 vehicles), developed and structured requirements for the functional adaptation of the target system, translating business/IT gaps into prioritised delivery items, user stories and migration-readiness artefacts.

• Gap analysis across 28 definition areas finalised and system differences identified
• Translated business and technical input into structured requirements, user stories and acceptance-oriented delivery items to support implementation and migration readiness
• Prepared, facilitated and documented gap sessions with management and technical experts; translated outcomes into specifications and prioritised delivery items
• Completed specifications for development (User Stories/Jira), ensured prioritisation and monitored progress through Kanban until migration readiness
• Mediated between IT development and key users to maintain prioritisation and delivery pace
• Migration completed with all required developments delivered and user acceptance documented prior to cutover

Addressed the challenge of a strong, years-long growth phase in which customer projects were running out of control, compounded by insufficient management seniority.

• Carried out as-is recording of incoming business and order execution; implemented adjustments in the intake process
• Optimised order intake through improved needs assessment (checklists) and new customer expectation management practices
• Improved cost and effort estimates per project type
• Introduced decision-making bodies and reorganised development teams (Account Teams concept)
• Analysed personality profiles; conducted team motive analysis and introduced motive-oriented leadership; individual coaching and mentoring

Reorganised the Key Account Management of a large personnel service provider.

• Performed analysis of team, customer definitions, customer portfolio and sales process; drafted new organisational structure
• Developed an account plan template including reporting
• Prepared Salesforce connection

Created professional, well-formatted CVs in a differentiated layout from the standard system output.

• Explored data structure and system capabilities; developed CV templates and described software customisation requirements
• Tested templates and creation processes
• Campaign implemented successfully as planned

Full-lifecycle development of a mobile personnel recruitment concept for a Dutch personnel service provider — from the initial idea through to implementation. Used prototype and test feedback to validate the solution approach and drive a pragmatic technology decision.

• Covered both IT and business dimensions end-to-end: mockups, process and UI design, database model development, secure software engineering, requirements management (agile) and application testing
• Managed promotion, marketing concept and implementation; recruited and professionally managed/trained mobile recruiters until handover to a business manager
• First approach (HTML with internal provider) failed performance testing; pivoted to iOS development with an external partner — solution successfully adopted and rolled out

Project & client name confidential. Client experienced a nationwide outflow of personnel caused by a breach of trust by former top managers. Assignment included interim management of a subsidiary (4 locations + payroll centre) and a consulting component.

• Took over the role of IT manager; stabilised IT systems and ensured functionality through to migration and outsourcing
• Conducted recruitment and onboarding of IT staff
• Developed and executed IT landscape renewal plan through to migration
• The advisory part included the assessment and calculation of the damage as well as cooperation with a team of lawyers in preparing the civil action; additionally, searching for usable material on confiscated data carriers (Xways Forensic / Investigator)

Improved customer approach for complex services (web-based control of infrastructural and technical building services documented by scanning barcodes).

• Advised on the application of project management in sales: project environment/stakeholder analysis, target planning, risk management and trust-building setup
• Developed a new presentation and customer approach format - led to direct acquisition of new customers

Built up a Sales Support Team from scratch to support the German Key Accounts growth strategy and develop tools to increase productivity and efficiency.

• Implemented wide-ranging, high-value support for Account Management — boosted sales by >38% and created lasting sales competencies
• Educated Project Management Specialists with successful third-party certification and formed a national PM network
• Improved delivery of tailored, transformative solutions
• Deeper process integration with clients resulted in greater customer satisfaction