Sebastián Z.-Delivering strategy effectively – across organizational boundaries

The OEM’s Technical Development organization needed a modernized, audit-ready process landscape to meet ASPICE and governance requirements. More than 150 historically developed processes had to be systematically analyzed, harmonized and transferred into a clear process architecture.

Led the consulting team, structured the process modernization and enabled the organization to introduce transparent, auditable and efficient development processes.

• Led the consulting team, including resource, capacity and budget planning.

• Analyzed more than 150 processes to identify gaps, redundancies and responsibility deficiencies.

• Developed a standardized process architecture as a basis for ASPICE evidence.

• Led the creation of a visualization methodology (Power BI) to display process gaps and dependencies.

• Defined central KPIs and management mechanisms for process quality and maturity development.

• Coordinated with engineering, governance and quality management on process harmonization.

• Transparent recording and assessment of the entire process landscape (>150 processes).

• Established a clear process architecture for ASPICE compliance and audit preparation.

• Reduced process gaps and duplicate structures, increasing efficiency in engineering.

• Operational Power BI dashboard for managing the modernization.

• Introduced audit-ready KPIs and improved decision-making mechanisms.

Multi-company environment with an OEM, software company and engineering partner. High technical, organizational and regulatory dependencies across the entire value chain. At the same time, SAFe/Lean-Agile, Lean Portfolio Management (LPM) and new governance structures were introduced through the Lean Agile Center of Excellence (LACE). In some areas, objectives were managed based on OKRs, which were consolidated and transferred into SAFe structures as part of the transformation.

Connects portfolio strategy, engineering, compliance and delivery across company boundaries. Performs end-to-end integration work through structural enablement, facilitation and coordination, allowing strategic direction, roadmaps, maturity models and technical requirements to be implemented operationally. Takes on high-visibility taskforce topics in critical situations.

• Strategic Roadmapping & definition of maturity models for engineering and compliance artifacts.

• Operationalization of LPM/SAFe requirements in collaboration with LACE, Product Management and Engineering.

• Supported objective management during the transition from OKR to SAFe: simplified objective, reporting and management mechanisms; reduced redundant reporting structures.

• End-to-end enablement of HW/SW product integration (dependencies, interfaces, integration mechanisms).

• Helped shape a compliance/conformity framework including quality gates, roles and processes.

• Taskforce for audit, risk and international prototype logistics (export/import).

• Stakeholder navigation between three companies and between strategic and technical areas.

• Developed scalable role, process and framework structures for sustainable delivery.

• Operationalized portfolio strategy through aligned roadmaps, maturity models and simplified objective management.

• Consolidated OKR-based objective systems into SAFe-compliant management mechanisms.

• Closed significant end-to-end gaps through defined interfaces and integration mechanisms.

• Improved predictability and manageability of product development (roles, quality gates, transparency).

• Stabilized HW/SW integration across three companies.

• Reduced systemic risks through targeted taskforce deployments.

To meet regulatory requirements under UNECE, the on-time delivery of a large number of cybersecurity-related artifacts had to be ensured. Existing structures were not sufficiently designed for operational implementation, transparency, and performance management. Short-term stabilization and the development of sustainable structures were required.

Senior Consultant & Head of the cross-functional Cybersecurity Task Force.

Responsible for the operational implementation of strategic cybersecurity requirements, structuring the task force, managing implementation, and establishing sustainable processes for risk and performance management.

• Designed, established, and led a cross-functional task force for short-term stabilization in the cybersecurity context.

• Integrated the task force into existing organizational and governance structures.

• Defined and introduced KPIs for progress and performance management.

• Established a clear reporting and escalation process for management and stakeholders.

• Conducted detailed root cause analyses to identify and resolve performance gaps.

• Optimized existing processes and workflows to increase efficiency.

• Managed interfaces with external stakeholders and partners.

• Coordinated and integrated the risk management process.

• Clearly translated strategic cybersecurity goals into operational activities.

• Developed a structured ramp-up management roadmap.

• Identified and sustainably eliminated key performance gaps.

• Delivered more than 200 UNECE-related cybersecurity artifacts on time.

• Introduced an optimized workflow for processing risk acceptances.

• Coordinated and implemented 50 cross-brand risk acceptances.

• Established sustainable processes to secure future cybersecurity milestones.

As part of a US monitorship, regulatory requirements (“Golden Rules”) had to be systematically implemented and sustainably embedded within the organization. The goal was to provide robust evidence of product compliance and establish a viable management system for continuously ensuring regulatory requirements.

Senior Consultant responsible for developing and implementing a Product Compliance Management System. Structured the overall initiative, translated regulatory requirements into actionable organizational measures, and supported their operationalization in relevant processes and organizational units.

• Analyzed strategic objectives and developed an actionable roadmap for implementing compliance requirements.

• Designed an approach for implementing the monitorship requirements.

• Translated regulatory requirements into organizational, process-related, and methodological measures.

• Identified affected processes, methods, tools, and relevant organizational units.

• Conducted internal audits and structured interviews to assess compliance.

• Collected, analyzed, and interpreted evidence of product compliance.

• Identified gaps and derived and tracked suitable measures, including effectiveness checks.

• Developed a concept for operationalizing and continuously improving the processes.

• Prepared and presented decision documents for internal committees.

• Developed a detailed roadmap for implementing the compliance and monitorship requirements.

• Created a specific implementation concept including KPIs for measuring and managing success.

• Analyzed more than 20 processes, including the methods and tools used.

• Identified relevant compliance gaps and structural weaknesses.

• Developed detailed, prioritized recommendations for action to sustainably ensure product compliance.

As part of the Product Compliance Management System, the processes were highly complex and numerous. More than 24 identified processes had to be assessed for efficiency and regulatory compliance, consolidated, and transformed into a manageable and effective process landscape.

Senior Consultant for process and project management, responsible for the strategic planning, operational implementation, and company-wide introduction of optimized, compliant processes. Supported project managers and took on selected sub-project management responsibilities.

• Developed and aligned a strategic roadmap for process optimization and derived an actionable overall concept.

• Analyzed existing processes, methods, and tools for efficiency, compliance, and redundancies.

• Selected, optimized, and redefined the most relevant compliance processes.

• Introduced suitable project management methods, including agile approaches.

• Acted as a sparring partner for project managers and led selected sub-projects.

• Moderated interdisciplinary working groups and coordinated cross-functional stakeholders.

• Ensured consistent process definitions and managed the company-wide rollout.

• Created supporting documentation as a training and enablement measure.

• Optimized and introduced more than 10 key compliance processes.

• Coordinated and involved more than 200 relevant stakeholders.

• Process optimizations with documented savings of more than 20 Mio. EUR.

• Newly defined processes with an organizational impact on more than 5,000 employees.

The goal was to build an international trading company focused on niche products in the B2B and B2C sectors. Marketing was carried out primarily through digital channels. In parallel, scalable supply chains, regulatory foundations and sustainable sales structures were established.

Founder, CEO & Managing Director with overall responsibility for strategy, product portfolio, supply chains, market development and operational implementation. Built a scalable business model from market analysis through to marketing.

• Identification and development of niche products and creation of a diversified product portfolio.

• Development and marketing of Minimum Viable Products (MVPs).

• Conducting international market studies and market analyses (Market Intelligence).

• Development of well-founded business cases to evaluate business potential.

• Structuring and optimization of global supply chains (Supply Chain Management).

• Design and implementation of digital business models and sales strategies.

• Consideration of regulatory requirements, including Regulatory Affairs.

• Responsibility for product strategy, product management and risk management.

• Successful development of a market-ready, scalable product portfolio.

• Establishment of stable partnerships with international suppliers.

• Structured and secured global supply chains.

• Development of efficient digital sales and distribution channels in the B2B and B2C segments.

The goal was to establish and internationally develop a company for the development, industrialization and marketing of innovative construction methods. In addition to technical implementation, market-ready products, viable business models and international sales and licensing structures were developed to open up new markets worldwide.

Founder & International Director with responsibility for the business model, internationalization and industrialization of new product lines. Management of the international business, development of market entry strategies, and leadership of key partnerships and negotiations.

• Development of innovative business models as well as international market entry and scaling strategies.

• Creation of business, financing and business case models for greenfield projects and new markets.

• Responsibility for the industrialization, market launch and further development of new product lines.

• Development and management of the international business, including contract, licensing and partner negotiations.

• Management of international projects from acquisition through to commissioning of production lines, as well as development of regionally adapted business models.

• Successful industrialization and market launch of innovative, modular product lines.

• Development of a stable network of international partners and plant manufacturers.

• Development and introduction of a scalable licensing and business model for international expansion.

• Filing and securing of patents, as well as development of an IP strategy.

• Development and commissioning of several production lines worldwide.

• Development of a national implementation concept using Nigeria as an example (National Plan Use Case).

As part of an OEM-related manufacturing company, existing business processes were to be optimized and new procedures introduced. At the same time, necessary adjustments to IT systems had to be identified, specified and implemented in order to sustainably support the new processes.

Consultant for process, project and change management with responsibility for analyzing, designing and introducing business processes, as well as deriving business requirements for IT systems. Close collaboration with business departments, IT and project managers.

• Consulting on IT-supported process management in the automotive industry.

• Analysis, definition and introduction of new business processes in close coordination with the business departments.

• Organization, moderation and documentation of workshops for process analysis and design.

• Preparation of process visualizations (AS-IS/TO-BE states) including swimlanes, process cockpits and manuals.

• Derivation and description of business requirements in the form of user stories.

• Coordination with stakeholders to identify required changes to processes and IT systems.

• Support with the planning, specification and implementation of IT system adjustments.

• Use of agile methods to support process implementation, as well as project management coordination of measures and milestones.

• Agreed, documented and introduced target processes (TO-BE processes).

• Complete specifications for required IT system adjustments.

• Transparent overview of the IT changes required to implement the new processes.

As part of a research and technology project (R&T), responsibility was assumed for a work package involving the implementation of required structural modifications. The project included complete management from the concept and design phase through the on-time delivery of the hardware and required close coordination with various technical and organizational stakeholders.

Consultant and Project Manager with overall responsibility for planning, managing and implementing the work package. Responsibility for defining objectives, scheduling and resource planning, risk and stakeholder management, as well as transparent reporting to steering committees and management.

• Overall project management across all project phases, including project planning, management and documentation.

• Definition and achievement of project objectives in close coordination with internal and external stakeholders.

• Establishment and maintenance of the project structure as well as schedule and resource planning (including MS Project, Excel).

• Introduction of suitable measures for project management, progress monitoring and decision support.

• Organization, moderation and follow-up of regular project and status meetings. Preparation of structured project status reports for management and steering committees.

• Execution of risk analyses as well as derivation and follow-up of suitable measures.

• Presentation of project progress and relevant decision-making information to the steering committee and top management.

• Successful project completion within the specified budget.

• On-time completion of the concept and design phase.

• Agreed design taking into account all relevant stakeholder requirements.

• Achievement of all contractually agreed project objectives.

As part of a research and technology program (R&T), the Airbus R&T team was supported in the development and evaluation of new technologies in the field of thermal management. The assignment included engineering and project management activities, with a focus on system architecture, integration, maturity assessment, and innovation and patent activities.

Systems Engineer and Project Engineer with responsibility for the technical development, coordination and evaluation of new technologies. Support for research activities from system conception and architecture studies through the preparation of maturity and innovation assessments.

• Planning and coordination of international research and development activities.

• Development of system architectures, including system design and definition of operational scenarios.

• Execution of system architecture and feasibility studies.

• Coordination and management of system integration activities.

• Execution of Technology Value Assessments to evaluate technological potential.

• Preparation and presentation of Technology Readiness Level (TRL) Reviews.

• Identification of technical concepts suitable for patent protection.

• Preparation of technical documentation for patent applications.

• Preparation and delivery of structured project management documentation.

• Development and documentation of several system architectures and architecture studies.

• Documentation of the innovation management process, including classification of the technology readiness level (TRL).

• Preparation of the technical basis for patent applications.

• Patent application: Heat exchanger, cooling system and method for operating a heat exchanger and a cooling system (US 20130111938 A1; DE102011118078A1).