Vicenco K.-IT Team Lead/Department Head | IT Project and Service Management
Check rate
Experience
Process and consulting services for a public-sector client in the field of internal security
- Standardization and further development
- Application monitoring
- Incident handling
- Change management
- Interface and integration operations
- Testing, acceptance and transition to operations
ITSM Project Manager
WTS Steuerberatungsgesellschaft mbH
Unified ITSM framework
- Definition of a group-wide ITSM target vision
- Introduction of a unified service structure across all departments
SLA and OLA Management
- Development of a standardized SLA framework
- Definition of service classes (Business Critical, Standard, Low Priority)
- Introduction of OLAs between internal teams
- Development of meaningful SLA reporting
- Definition of KPI and service dashboards for departments
Service Portfolio Management
- Definition of service descriptions
- Preparation of cost and service chargeback
Ticketing & Processes
- Unified ticket categories
- Standardized prioritization
- Escalation matrix
- Automations
- Self-service optimization
- Request Fulfillment
- Service catalog across all departments
- Approval workflows
- Problem Management
- Introduction of root cause analysis
- Known Error Database
- Problem review process
Complete Asset Management concept
- Hardware lifecycle management
- Software lifecycle management
- Leasing lifecycle
- Mobile device lifecycle
- Monitor lifecycle
- Phone lifecycle
- Procurement
- Goods receipt
- Inventory management
- Assignment
- Return
- Disposal
- Lease return
- Goal: Single Source of Truth for all assets
CMDB design
- Definition of all Configuration Items
- Workplace: laptops, monitors, mobile phones, printers
- Infrastructure: servers, firewalls, switches, WLAN, storage, backup systems
- Cloud: Azure resources, Microsoft 365, SaaS services
- Relationships: User ↔ Asset, Asset ↔ Service, Service ↔ Infrastructure, Location ↔ Asset
- Goal: Make all service dependencies visible
Software Asset & License Management
- License management concept
- License accounting
- Compliance reporting
- Microsoft license management
- Adobe license management
- SaaS management
- Contract management
- Renewal management
Interfaces & Automation
- HR tools: Joiner, Mover, Leaver
- Lease data, contract data
- Asset and user synchronization
- Active Directory / Entra ID user management
- Microsoft 365 license assignment and group management
- Access processes
- Lifecycle services
- Monitoring platforms PRTG, Palo Alto, Cisco
Reporting & KPI Framework
- Management dashboard
- Ticket volume, SLA fulfillment, MTTR, first-contact resolution rate, asset accuracy, license compliance, change success rate, service availability, level of automation
Network redesign, CMDB integration, monitoring & event management, as well as audit, compliance and information security consulting, including ISO 27001, TISAX and NIS2.
Technologies / products used: Matrix42, Entra, Intune, TESMA, Dormakaba, KARO Mobility, REST-API Methods used: ITIL4, SCRUM, Solution Design / Architecture Decision Records, BPMN process visualization
Varta – Interim Legacy IT Team Lead (self-employed)
Varta
Responsible for team management of 2 internal and 6 external employees in Legacy IT, covering virtualization, computing, storage, and enterprise and client backup. Other key areas included day-to-day work and operations, daily stand-ups, one-to-one meetings, recruitment, partner and vendor management, IT project and service management, and the introduction and updating of IT standards and IT infrastructure processes.
KEY ACHIEVEMENTS (ORGANIZATIONAL):
- Updated and prioritized the backlog in Microsoft Planner
- Recruitment and hiring
- Restructured and built the IT service portfolio in Confluence and JIRA
- Improved IT monitoring processes
- Participated in team lead, project and concept review meetings
- Developed a documentation template for server applications
KEY ACHIEVEMENTS (TECHNICAL):
- HCI-based technology stack for hypervisor, computing and storage
- Documented all ESX hosts and datastores
- Implemented enterprise and client backup with Veeam
- Consolidated Oracle and SQL licenses
- Developed an operating concept for the PEC production application
- CIMDB update project
- Infrastructure projects as part of SAP, Cognos and OpenText migrations
Technologies / products used: VMware vSphere, DELL servers, Cisco UCS, DELL EMC, NetApp, VPLex, HCI, vSAN, Brocade, NFS-storage, Veeam Backup&Replication, Veeam Data Cloud, check_mk, JIRA, Confluence, Microsoft Planner Methods used: ITIL4, PRINCE2, Solution Design / Architecture Decision Records
Interim ITSM Support Manager
Schaltbau GmbH
Main responsibilities:
- Day-to-day work at 1st and 2nd level, IT Service Desk team (prioritizing and handling tickets), change, incident and problem management
- Ticket reporting / ticket dashboard
- Contact for internal audits
- IT emergency management
ITSM project:
- Further development of the existing IT Service Management system as part of the "ITSM" project, with the goal of improving performance and making the overall system easier for end users to use.
- Analysis of the existing system architecture foundation, followed by development of a plan for further development of the IT Service Management system
- Technical management of the optimization and further development of the internal IT Service Management system
- Analysis and assessment of the system architecture, data model, software and IT infrastructure to identify areas for improvement
- Constructive and goal-oriented dialogue with technical experts
- Technical management and coordination of IT development
- Improved software usability based on user feedback
- Prepared detailed technical documentation
- Agile development method using Scrum
Technologies / products used: JIRA JSM, JIRA project management, Confluence, Nagios, Azure Administration, Lansweeper
Methods used: SCRUM, ITIL4 Change and Problem Management, CMDB, Kanban
Interim IT Systems Engineer
Bayerncard Services
Main responsibilities:
Change Management:
- Took over day-to-day work
- Conducted process reviews for change management
- Updated operating manuals and procedural instructions
Problem Management:
- Took over day-to-day work
- Conducted process reviews for problem management
- Updated operating manuals and procedural instructions
- Active troubleshooting (2nd Level)
Handover activities:
- Trained the future BCS Change and Problem Manager (permanent position)
Other activities:
- Prepared an onboarding document for the “BCS Change and Problem Manager” job profile
- Created an IT service portfolio for the IT Infrastructure & Operations team
- Drafted a team runbook for the IT Infrastructure & Operations team
- Reviewed the BCS ITSCM document
Technologies / products used: Cisco, Checkpoint, F5, Geni-End-2-End (netcore), check_mk, PRTG, Greenbone, Cisco ESA, seppmail, flowable, docker, JIRA, Confluence, Splunk, megalinter, netwrix, Topdesk (ticketing system)
Methods used: ITIL4 Change and Problem Management, CMDB, ADR (Architecture Decision Records), PCIDSS 4.0, ISO-27001 (risk management based on protection requirement classes), KRITIS
Interim IT Department Head IS NSS
Bitmarck Beratung GmbH
Team management of 16 internal and 8 external employees in the IS NSS area, consisting of the Networks and SEC subteams, based at IT locations in Munich, Frankfurt, Essen and Hamburg. Responsible for infrastructure management for 52 health insurance fund clients nationwide and BMB’s internal IT services. Other key areas included recruiting, building and developing the Networks and SEC teams, partner and vendor management, IT project and service management, and introducing and updating IT standards and processes.
KEY ACHIEVEMENTS (ORGANIZATIONAL):
- Restructured the IS NSS area (Networks/SEC), focusing on backlog prioritization and day-to-day operations to ensure IT operations in the LAN/WAN area for BMB and its health insurance fund clients (incident, major incident, change, problem and request management)
- Updated job profiles and created a revised operations administration concept
- Employee recruitment (new external and internal employees, interviews, candidate selection, onboarding)
- General team management (one-to-one meetings, skill matrix, setting up daily stand-ups and biweekly team meetings, preparing personal goals / OKRs, participating in and developing technical meetings for internal department projects)
- Improved employees’ ability to work effectively (jump host structure in a new tiering model, beta testing of new laptops with PaloAlto Prisma Access Agent)
- Set up knowledge and skills management for the IS NSS area (internal knowledge management, training plan for day-to-day operations and new projects)
- Revived key coordination topics with the Front Desk, Back Desk, Request Fulfillment, ITK team, Networks/SEC team in Hamburg, and the partner for the “ALL IP” VOIP product
- Improved project processes for the “Managed WAN” and “ALL IP (VOIP)” products (coordinating ISP migrations to Versatel, service provider management, resource management, project management, attending customer meetings)
- Improved processes for CMDB – Asset Mgmt (revisited technical requirements from the IS NSS perspective, defined the data model, asset lifecycle management, identified the people responsible and their operational duties; see also operations administration concept)
- Improved IT monitoring processes (reviewed technical requirements from the IS NSS perspective, resumed work on customer monitoring with “Isarflow”, identified the people responsible and their operational duties; see also operations administration concept)
- Managed service providers for the WAN and VOIP areas
- Attended CAB meetings (change approval board; approval and quality management role for changes from the IS NSS team, planning maintenance weekends)
- Attended department and division head meetings
KEY ACHIEVEMENTS (TECHNICAL):
- Cisco ESA project (department lead for the SEC team, focusing on resource management, acting as escalation point for “project blockers”, project planning and attending regular status meetings)
- Cisco ACI project (department lead for the Networks team, focusing on resource management, acting as escalation point for “project blockers”, project planning and attending regular status meetings)
- Safe Garden project as a technical interim step toward Cisco ACI (department lead for the SEC and Networks teams, focusing on resource management, acting as escalation point for “project blockers”, project planning and attending regular status meetings)
- Various other initiatives and specialist tasks (department head for smaller internal projects, focusing on achieving project goals and holding weekly status meetings)
Technologies / products used: Cisco, Checkpoint, PaloAlto, Autonomous Systems (coupling routers), Isarflow, NetFlow, DWDM, DDI, TUFIN, Cisco ESA, Cisco ACI, F5, Nautobot, Zabbix, JIRA, Confluence, IET (ticketing system)
Methods used: ITIL4, PRINCE2, Incident and Change Management, Problem Management, CMDB, Kanban
Interim IT Director End User Services
Simon Kucher & Partners
Disciplinary responsibility for 30 employees in End User Services, consisting of the IT Incident Management, Lifecycle Deployment and 2nd Level Advanced Support subteams, based at IT locations in the USA, EU and APAC. Responsible for 1st and 2nd level support requests from around 3,000 Simon & Kucher employees across more than 50 locations in 27 countries worldwide. Other key areas included recruiting, building and developing the team leads for IT Incident Management, Lifecycle Deployment and 2nd Level Advanced Support, procurement and IT purchasing management, partner and vendor management, IT project and service management, and introducing and updating IT standards and processes.
KEY ACHIEVEMENTS (ORGANIZATIONAL):
- Restructured End User Services (IT org chart review, recruiting, revising job profiles for HR, creating job descriptions)
- Developed team leads (built the skills of team leads for IT Incident Management, Lifecycle Deployment and 2nd Level Advanced Support; introduced regular 360° employee reviews focused on workload, personal goals, knowledge development and feedback to direct managers)
- Employee development and long-term retention (introduced regular 360° employee reviews focused on workload, personal goals, knowledge development and feedback to direct managers)
- Set up knowledge and skills management for End User Services (developed and managed the costs of internal, cross-team and external training, reviewed the KEDB content and format)
- Created a self-developed indicator framework for sustainable performance and resource management for IT Incident Management, Lifecycle Deployment and 2nd Level Advanced Support
- Created a service portfolio for IT Incident Management, Lifecycle Deployment and 2nd Level Advanced Support
- Created standards and IT processes as a basis for delivering IT services (reviewed and assessed the maturity of existing standards, documentation and IT processes, including version control and approval workflows)
- Developed a global purchasing and procurement concept for all client devices at Simon Kucher & Partners with partner Bechtle (global pricing agreement, global purchasing portal, logistics and shipping, technical OS and software deployment, including lifecycle management for all client devices)
- Defined coordination topics and ways of working with ITOPS, IT-SEC and HR
- Interim IT Team Lead for the USA team (main point of contact and escalation level)
KEY ACHIEVEMENTS (TECHNICAL):
- Introduced the new “TopDesk” ticketing system for End User Services (created, reviewed and tested use cases; identified topics for improvement initiatives at launch and in later releases) - stakeholder role for End User Services
- Change management for the existing on-prem deployment platform “Matrix42” (upgraded the support agreement to “Premium Support”, planned an update to a major version supported by the vendor, defined its role as the CMDB for all client devices, developed a concept for OS and software deployment at new “coworking space” locations without their own on-site IT infrastructure) – change manager and architecture consultant for Lifecycle Deployment
- Introduced “modern deployment 2.0”, based on cloud-supported OS and software distribution for all client devices (created and reviewed technical requirements, taking into account new logistical challenges in procurement management and the new situation with “coworking spaces” without their own IT infrastructure; identified topics for improvement initiatives at launch and in later releases) - architecture consultant for Lifecycle Deployment with Autopilot ID.
Technologies / products used: Windows Client OS, TopDesk, Matrix42, M365, Autopilot ID deployment (formerly SCCM / Intune)
Methods used: Self-developed indicator framework for sustainable performance and resource management, Incident and Change Management, ITIL4, PRINCE2, Service Portfolio, Support Desk, KEDB, Kanban, OKRs, Problem Management, Process reviews, IT purchase management, Ticket KPIs
Interim IT Infrastructure Team Lead
IU Group N.V.
Responsible for the company’s internal IT operations and disciplinary management of 11 employees. Other key areas included team training, IT organization, cost management, managing outsourcing partners, IT project and service management, and introducing IT standards.
KEY ACHIEVEMENTS (ORGANIZATIONAL):
- Managed and stabilized the Infrastructure department (a. identified organizational strengths and weaknesses, skills gaps and resource shortages b. developed a reorganization plan and split the department into specialist teams c. created skills and role profiles d. team building and growth)
- Planned milestones for infrastructure modernization (a. identified technical challenges b. highest priority: network, WAN and WLAN stability c. replaced legacy technology d. planned immediate, medium-term and long-term investments)
- Created location rollout blueprints (standards for milestone planning for new locations, national and international)
- Identified core skills and tasks that could be outsourced
KEY ACHIEVEMENTS (TECHNICAL):
- Developed a technology and organization concept for IU as it continues to grow and change
- Developed a hybrid data center concept based on Equinix EBC
- Introduced technologies with a perspective of at least 5 years
Technologies / products used: Windows and Linux server OS, Cisco (Switches, Firewalls, DNA, ISE, Meraki), ansible, Azure, GCP, AWS, Equinix EBC, OKTA, JIRA, Confluence
Methods used: ITIL4, PRINCE2, Incident and Change Management, Service Portfolio, KEDB, Kanban, OKRs, Problem Management, IT purchase management (tenders), Ticket KPIs
IT Department Head
ILF Beratende Ingenieure GmbH
Responsible for internal IT operations at ILF-Germany and its German offices, with disciplinary responsibility for 10 employees. Other key areas included team training, IT organization, cost management, managing outsourcing partners and introducing IT standards.
KEY ACHIEVEMENTS (ORGANIZATIONAL):
- Organized IT and IT service management according to ITIL4 to make resources and project results easier to plan
- Developed and trained the team to distribute responsibilities more widely
- Managed costs and recharged IT services to customers and partners
- Managed partners and products to better define IT strategies
- Introduced and consolidated IT standards and processes, increasing efficiency and reducing the risk of errors in IT service delivery
- Introduced quality checks for the IT service portfolio (4D rule, definition of done, lessons learned, customer approval after IT services are delivered)
- Established standards for connecting additional ILF offices in Germany (location blueprint, IT hardware and software standards, standardized requirements questionnaire)
- Standardized requirements management (standard questionnaire, IT shop, cost management, project method standards)
KEY ACHIEVEMENTS (TECHNICAL):
- Relocated the data center to save rental costs
- Analyzed the technical requirements for the 2nd data center (gap analysis) to ensure ILF-Germany could continue operating after major IT outages
- Renewed the network infrastructure at the Munich head office
- Introduced Commvault Backup/Restore as a future-ready company-wide solution for new requirements (e.g. backing up online mailboxes and “MS Teams” data)
- Implemented “docusnap” as a CMDB and automated documentation tool to prepare for IT audits and use time for IT documentation effectively
- Azure AD Guest Management to collaborate with external ILF Germany project partners
- Microsoft 365 – migrated mailboxes and upgraded to Office 365, along with retiring on-prem IT assets
Technologies / products used: Windows server OS, Cisco, HP, VMWare, Azure, ManageEngine, Sharepoint online, M365, NetApp, CommVault, docusnap, GTT (SIP telephony), Power BI
Methods used: Self-developed indicator framework for sustainable resource management and cost allocation to ILF Holding, ITIL4, PRINCE2, Incident and Change Management, Service Portfolio, Support Desk, KEDB, Kanban, OKRs, Problem Management, Process reviews, IT purchase management, Ticket KPIs, balanced score card
Interim Team Lead (project management / service delivery)
Adesso as a Service GmbH
Responsible for project management and service delivery for various BigData clients (7 employees).
KEY ACHIEVEMENTS:
- IT service management for a medium-sized customer and a large customer
- Reviewed the existing service portfolio and updated customer documents
- Improvement initiatives in ITSM (processes, documentation, monitoring, restore, DevOps, automation)
- Introduced a project framework
- Introduced new team processes (Kanban, knowledge transfer, operator of the week)
Technologies / products used: Linux server OS, GCP, Zabbix, postgres, JIRA, Confluence
Methods used: ITIL4, ITSM, Incident and Change Management, Service Portfolio, KEDB, Kanban, Problem Management, Process reviews, Ticket KPIs, Customer Service Reporting and SLA Management
IT Operations Team Lead
Mytheresa.com
Responsible for leading the company's internal IT operations, managing 12 employees, and KPI reporting. Other key responsibilities include recruiting, building and developing the team, procurement and IT purchasing management, partner and vendor management, overseeing outsourcing partners, IT project and service management, and introducing and updating IT standards and processes.
KEY ACHIEVEMENTS:
- Successfully expanded and developed the ITOPS team from 8 to 12 employees
- Created a service portfolio / team assessment
- Services on AWS (S3 Bucket, MSSQL-DB, archiving with Glacier, external DNS records with Route53 in combination with X-Forward to Akamai CDN)
- Introduced ITIL standards
- Introduced a project framework
- Introduced a new cloud-hosted intranet platform
Technologies / products used: Windows and Linux Server OS, AWS, Akamai, Fortinet, VMware, MS-SQL, baramundi
Methods used: ITIL4, PRINCE2, ITSM, Incident and Change Management, Service Portfolio, KEDB, Kanban, OKRs, Problem Management, Process Reviews, Ticket KPIs
IT Operations Manager
Fidor Solutions
Responsibilities included managing internal and external employees and overseeing outsourcing partners (6 employees). Also served as the main point of contact for the company's internal IT operations and KPI reporting, and handled system administration for Windows, Linux, and MacOS.
KEY ACHIEVEMENTS:
- Introduced ITIL
- Introduced a project framework
- Connected Dubai and created a location standard (LAN, WAN, Switching, Routing, Firewall, IT Security, and Software Asset Management)
- Relocated the Fidor Factory in Berlin
- Migrated some components to the O365 / Azure Cloud
- Introduced the Office IT Security stack (“COSA”)
- Designed a business continuity plan for Fidor Bank
- Connected international offices to the headquarters in Munich
Technologies / products used: Windows Server OS, Linux Server OS, Azure, VMware, HP, Sophos, Manage Engine, CoSoSys, ncentral, JIRA, Confluence
Methods used: ITIL3, PRINCE2, ITSM, Incident and Change Management, Service Portfolio, KEDB, Kanban, Problem Management, Process Reviews, Client IT Security (based on BSI-Grundschutz)
Senior Windows Administrator
AutoScout24
Responsibilities included developing concepts and project plans, contributing to infrastructure projects, and creating and maintaining documentation. Also actively helped shape process changes, performed various troubleshooting and root cause analyses, and delivered infrastructure projects in authentication, email, and AD-DNS.
KEY ACHIEVEMENTS:
- Consolidated all Active Directory forests (5 in total) as part of “Risk assessment program (RAP) as a service (RaaS)”
- Introduced a compliance-compliant email archiving solution
- Introduced a single sign-on solution between Active Directory and Linux environments (Unix attributes)
- Introduced a new patch management solution
Technologies / products used: Windows Server OS, Active Directory, Group Policies, BatchPatch, VMware, Heilig & Schubert (email archiving), PRTG
Methods used: ITSM, Kanban, Incident and Change Management, Service Portfolio, KEDB, Problem Management, Microsoft RAP/RAAS
IT Communication Engineer
Computerlinks AG
Key responsibilities in this role included troubleshooting and providing technical support for the configuration and installation of hardware and software products. Also responsible for internal IT operations and administration, providing 2nd level support for approximately 20 locations worldwide.
KEY ACHIEVEMENTS:
- Migrated core IT services from Novell (eDir, Groupwise, Novell-Clustering) to Microsoft (Microsoft technologies: Hyper-V, Active Directory, Exchange, Sharepoint)
- Administered the XEN environment
- Introduced a mobile device management solution (Blackberry)
- Upgraded and administered the CITRIX environment from version 4.x to 5.x
- Introduced and maintained a company-wide video conferencing solution
Technologies / products used: Novell NetWare, DirXML, Windows and Linux Server OS, Hyper-V, XEN, Citrix, Active Directory, Exchange, Sharepoint, Blackberry, Polycom, backclick
Methods used: ITIL3, ITSM, Incident and Change Management, Service Portfolio, KEDB
System Administrator
Caceis Bank
Responsibilities included installing and administering server systems, back-office products, standard office applications, and specialized banking software, as well as general system maintenance. Also responsible for internal IT operations and 2nd level support.
KEY ACHIEVEMENTS:
- Introduced and administered a single sign-on solution between Novell eDir and Microsoft AD (DirXML)
- Introduced and administered a 4-node Novell cluster
- Introduced and administered VMware as a virtualization solution (VMware version 3.5)
- Introduced and administered a SAN environment (EMC-SAN connected to VMware)
- Virtualized with VMware 3.5
- Relocated the FMSB (Financial Markets Service Bank) and moved its data center
Technologies / products used: Novell NetWare, DirXML, Windows and Linux Server OS, VMware, EMC-SAN, Citrix, Active Directory
Methods used: ITIL3, ITSM
Industry experience
See where this freelancer has spent most of their professional time.
Experienced in Banking and Finance, Information Technology, Professional Services, Automotive, Manufacturing, and Insurance.
Business area experience
See which departments and functions this freelancer has contributed to most.
Experienced in Information Technology, Project Management, Customer Service, Procurement, Human Resources, and Quality Assurance.
Summary
Strong skills in the professional and disciplinary management of employees, as well as many years of theoretical and practical experience in areas including IT operations and administration, IT project management, IT service management and delivery, implementation of IT processes and standards, and management of IT service providers.
Skills
- Team Lead Skills: Methods According To Malik
- It Methods: Kanban, Itil4, Prince2, Fitsm, Balanced Score Card
- Operating Systems: Windows, Mac Os X / Ios, Linux, Novell Netware
- Datacenter Colocation / Hybrid Cloud: Equinix Ebc
- Public Cloud: Azure, Aws, Gcp
- Network / Firewall: Cisco, Meraki, Checkpoint, Paloalto, Sophos, Fortinet Firewalls, Cisco And Hp Switches, Cisco Ise/Dna, Sase, Sd-Wan, Cisco Esa, Cisco Aci, Tufin
- Virtualization / Clustering: Novell Clustering, Vmware, Hyper-V, Xen
- Databases: Oracle, Ms Sql, Postgres
- Authentication: Okta, Microsoft Ad/Adfs, Atlasssian Crowd, One Identity, Ping Federate, Edir, Rsa-Token
- Email Services: Exchange, Novell Groupwise, Sendmail, Ironport, Email Archiving (Heilig&Schubert)
- Enterprise Backup: Commvault, Veeam
- Monitoring / Siem: Nagios, Icinga, Check Mk, Intermapper, Prometheus / Grafana, Elk, Splunk, New Relic
- It Documentation: Docusnap
- It Security: Endpoint Security With Cososys, Cdn/Ddos - Akamai, Sophos Client And Server Av/Pua, Windows Bitdefender, Azure Atp Sentinel
- Software Asset Mgmt: Bmc, Baramundi, Ncentral, Zenworks-Nal, Engl, Sccm / Intune, Autopilot Id
- Mobile Device Mgmt: Jamf.Io, Airwatch, Blackberry, Mobileiron, Intune
- Web Servers: Apache / Tomcat, Iis
- Development Environments: Github, Jenkins, Rabbit Mq
- Automation / Scripting: Powershell, Ansible
- Terminal Services: Microsoft Terminal Server, Citrix Presentation Server
- Print Services: Ndps, Iprint, Windows Print Servers, Azure Universal Print
- Ticketing Systems: Manage Engine, Otrs, Jira Service Desk (Atlassian), Topdesk, Service Now, Iet, Matrix42
- Wiki: Confluence (Atlassian), Ms Teams Wiki
- Collaboration Tools: Confluence, Ms Teams, Sharepoint
Languages
Education
LMU München
Ethnology and IT
Certifications & licenses
mitsm.de · Munich, Germany
FitSM Foundation
SAS Viya Administration Essentials
Advanced Teamlead Workshop – Methoden Nach Malik
Microsoft MOC 6425, Troubleshooting Active Directory
Microsoft Sharepoint 2010 Workshop (Computerlinks Intern)
Microsoft Active Directory Workshop (Computerlinks Intern)
Microsoft Exchange 2010 Workshop (Computerlinks Intern)
Führungskräfte Workshop
Statistics
Experience
Global experience
Expertise
Qualifications
Frequently asked questions
Have questions? Find more information here.
Vicenco is based in Brunnthal, Germany and can operate in on-site, hybrid, and remote work models.
Vicenco speaks the following languages: German (Native), English (Advanced), Croatian (Advanced), French (Intermediate).
Vicenco has at least 27 years of experience. During this time, Vicenco has worked in at least 15 different roles and for 14 different companies. The average length of individual experience is 2 years and 10 months. Note that Vicenco may not have shared all experience and actually has more experience.
Based on recent experience, Vicenco would be well-suited for roles such as: Process and consulting services for a public-sector client in the field of internal security, ITSM Project Manager, Varta – Interim Legacy IT Team Lead (self-employed).
Vicenco's most recent position is Process and consulting services for a public-sector client in the field of internal security.
In recent years, Vicenco has worked for WTS Steuerberatungsgesellschaft mbH, Varta, Schaltbau GmbH, Bayerncard Services, and Bitmarck Beratung GmbH.
Vicenco is most experienced in industries like Banking and Finance, Information Technology, and Professional Services. Vicenco also has some experience in Automotive, Manufacturing, and Insurance.
Vicenco is most experienced in business areas like Information Technology, Project Management, and Customer Service. Vicenco also has some experience in Human Resources, Procurement, and Quality Assurance.
Vicenco has recently worked in industries like Professional Services, Manufacturing, and Banking and Finance.
Vicenco has recently worked in business areas like Information Technology, Project Management, and Human Resources.
Vicenco attended LMU München for Ethnology and IT.
Vicenco has 15 certificates. Among them, these include: ITIL4 Foundation (Rezertifizierung), ISO27001 Foundation, and FitSM Foundation.
Vicenco is immediately available full-time for suitable projects.
Daily rate distribution
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Average rates for similar positions
Rates are based on recent contracts and do not include FRATCH margin.
The average daily rate is the mean of all daily rates from recent contracts of comparable freelancers on our platform.
The median daily rate is the middle value of all daily rates — half of comparable freelancers charge less, half charge more. Unlike the average, it is barely affected by outliers.
Calculated based on our freelancers’ daily rates as of 6 Nov 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
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