Wolf D.-Sourcing Advisor
Check rate
Experience
Sourcing Advisor
k+d GbR
Improved and further developed methods for IT sourcing transactions in both international and local settings; shared service models, Business Process Outsourcing, outsourcing, cloud and hybrid cloud models; implementation of IT service models such as Infrastructure as a Service (IaaS), Software as a Service (SaaS), Plattform as a Service (PaaS), Workplace as a Service (WaaS), and initial work on Artificial Intelligence (AI) as a Service; contract development for these services (German and English); development of measures required for (out)-sourcing (governance, compliance, risk management, Service Level Agreements (SLA) in business and finance (banks – e.g. implementation of measures to comply with DORA, identification and assessment of all relevant ICT risks)
Program Manager
Multichannel-Versand-Handel
Program Manager, Mainframe Transition (Outsourcing) (mail-order retail group – continuation of the project below, from 2016 to 2019)
Continued activities for the mainframe transition to a new outsourcing provider, which had been halted in 2016 based on risk analyses; implemented an SDM (Software Defined Mainframe) concept
IT Infrastructure Outsourcing Manager
Ledvance/Osram
RFI/RFS/RFP/Contract Development and implementation of IT Infrastructure Outsourcing as part of a carve-out (international manufacturing company, Ledvance/Osram)
Tendered and implemented IT outsourcing for a spun-off subsidiary of a leading German manufacturing company (carve-out to a Chinese company); integrated IT into the acquiring company while outsourcing the entire IT infrastructure; Workplace as a Service (WaaS) in an Office 365 environment, Managed Network Services, Datacenter & Cloud Services (IaaS), On Premises to Cloud, Application Services (SaaS), Service Desk Services; developed the required environment and led internal teams (technical team, internal and external lawyers, finance, tax); developed, implemented, and evaluated RFI and RFP; developed the complete contract framework and adapted it to internal requirements; pre-selected and made the final selection of potential IT service providers (primarily in Asia); prepared and conducted due diligence; negotiated contracts; prepared and implemented the transition; followed ISG/TPI procedures; implemented PMO, TMO and FMO (Present, Transition and Future Mode of Operations)
Program Manager
K - Mail Order, Klingel
Program Manager, Transition & Migration of the entire IT (Outsourcing) (multichannel mail-order retail, K - Mail Order, Klingel)
Changed and implemented the outsourcing strategy; implemented the required provider change (multi-providing) for a retail company (approx. 3,000 + 700 employees); changed from 1 provider to 4 providers; optimized, transitioned, and migrated a long-running outsourcing arrangement covering the entire IT estate (heterogeneous infrastructure consisting of mainframes and servers); outsourced the entire infrastructure, including workstations (Workplace as a Service WaaS), servers, networks (LAN, WAN, Wireless), printers, software; implemented IT service models such as Infrastructure as a Service (IaaS), Software as a Service (SaaS). Introduced innovation by replacing and rolling out infrastructure and applications across the company. Prepared an RFP for the respective towers, such as Enterprise Print, and evaluated specialized providers; transitioned from Provider A to Providers A, B, C, D; RFP and contract renegotiations; risk management and, based on this, decided on a staggered transition of mainframe activities; created the contract and document database structure; developed management tools and tracked the processes required to implement the transition; established governance and managed the partners involved (providers / client); developed a WBS Work Break Down Structure and implemented phases and individual steps (Task Tracking); responsible for implementing the transition and migration (Transition Management); responsible for transforming specific parts of the relocation and improving services; responsible for program management of all sub-projects during the transition; led the core team (Retained Organization), including the PMO, and coordinated more than 100 stakeholders; implemented PMO, TMO and FMO (Present, Transition and Future Mode of Operations); carved out and integrated the IT of acquired companies; Continuous Services Improvement (CSI); optimized processes in Services Management; provided input and advice on business domains (core and subdomain concept, IT architecture planning, business capabilities), including analysis and adaptation of requirements for IT production
IT Transition & Transformation Advisor
Otto Konzern
IT Transition & Transformation (Otto Group, Hamburg)
Planned the transfer and allocation of assets between internal companies as part of IT decentralization, while considering the potential future feasibility of outsourcing. This included: Finance, including asset valuation, asset transfer, and personnel budget planning; Contracts, including structure, contract transfers, and cooperation agreements; Personnel, including workforce planning and transfer; Integration and processes, including Provider Management, Key Account Management, reporting, and process interfaces; Communication and Change Management, including a communication plan, Change Management plan, stakeholder communication, and awareness improvement; and development and implementation of a contract framework for IT outsourcing; followed ISG/TPI procedures
k+d gbr
Further Development of Fundamentals for Outsourcing Transactions (k+d gbr)
Development of fundamentals, as well as improvement and further development of methods and templates for IT outsourcing transactions in international and local contexts; including special forms such as resourcing, insourcing, carve-out, and carve-in; contract development (under German and US law); development of measures required for outsourcing (also based, for example, on TPI and Gartner Methodology); alongside studies in Business Administration (Diplom) at FernUniversität, Hagen, with a focus on IT/Governance/Risk Management; Service Level Agreements (SLAs) in business and finance (banks – e.g. implementing measures to comply with DORA and identifying and assessing all relevant ICT risks)
H&D
Outsourcing Advisory for Provider, Support with the Tender Process and Implementation of Managed IT Services, Automotive (H&D, Wolfsburg)
Support, design, and implementation for a major tender (> 400k users) for an automotive group (Volkswagen); outsourcing of desktop and application services in an international environment (Europe, USA, India); analysis of the feasibility of on-, near-, and offshoring the application services from the awarded company; co-development of the transition from Time & Material-based billing to Managed Services billing; transition design and support, including controlling and change management; setup of Managed Services processes (Application Managed Services, AMS); setup of the provider’s related organization (as a counterpart to the customer’s Retained Organization); development of the governance organization and related governance processes; development of services with the required infrastructure (service desk, on-, near-, offshore); co-development and setup of processes for "Operational Integration"; contract analysis, drafting, processing, and amendments; contract negotiation and management; risk analysis and resulting measures; approach based on ISG/TPI methods
BMW Financials
Outsourcing Advisory, Preparation and Implementation of the Tender Process for International Outsourcing, Financial Industry, Automotive (BMW Financials, Munich)
Development and improvement of the fundamentals for IT outsourcing transactions at international (global branches) and local levels for BMW Bank; strategy and contract development; SLA development for contracts covering application development, provision, and maintenance (AMS); international consolidation of the application landscape; standardization of the application landscape where possible; project management, consulting, and coaching of the internal project team
k+d gbr
Further Development of Fundamentals for Outsourcing Transactions (k+d gbr)
Development of fundamentals, as well as improvement and further development of methods and templates for IT outsourcing transactions in international and local contexts; contract development (under German and US law); development of measures required for outsourcing (also based, for example, on TPI and Gartner Methodology); covering infrastructure, application providing, and BPO
Dräger AG
Outsourcing Advisory, Negotiation and Delivery of IT Services Improvement, Quality Improvement, 12 months; International Group, Manufacturing Industry (Dräger AG, Lübeck)
Redefinition of the business relationship with the provider as part of extensive outsourcing and securing day-to-day operations for IT services; development of required top management initiatives; improvement of vendor management, including realignment of the Retained Organization, Governance & Processes; contract development and renegotiation of the outsourcing contract with partial insourcing (re-sourcing); transition design and support, including controlling and change management; optimization of purchasing terms for IT services, including the establishment of controlling tools and methods; improvement of service delivery, processes, and quality, including the development and contractual integration of SLAs and KPIs; development of service delivery alternatives, i.e. moving and setting up the service desk from offshore to onshore; coaching stakeholders involved in service delivery; initiating and developing the implementation of improvement measures; project or program management
Development and implementation of measures to achieve improved governance with providers and internally; project management; communication and interaction with providers; development and implementation of multi-provider strategies; analysis (As-Is Analysis) of current outsourcing arrangements at contractual and technological levels, both internally and externally; leading workshops to improve processes (purchasing, help desk, service delivery, SLA/KPI, deployment, etc.); development of alternatives to reduce risk, including preparing RFPs and analyzing provider proposals; provider selection and evaluation based on established criteria; preparation and implementation of a transition; contract negotiation and implementation of improved processes and pricing models; delivery and price controlling; interaction with large international and locally focused providers; approach partly based on ISG/TPI methods
Arcandor
Interim Management & Outsourcing Advisory, group with 90 affiliated companies (Arcandor, Fürth and Essen)
Interim management of the Vendor/Service/Contract Management area of a retail group; leadership of the retained organization as Head of Vendor Management and of IT Procurement with 15 employees; implementation of IT service models such as Infrastructure as a Service (IaaS), Software as a Service (SaaS); ensuring IT service delivery and smooth day-to-day operations; transition design and support, including controlling and change management; contract management for all provider contracts; project management for various individual projects; covering all business processes (brick-and-mortar and online retail, Quelle Bank, Quelle Insurance) across the group with appropriate IT services; operating the “high-volume order printing,” “call center services,” “fleet management,” and “procurement” processes in internal shared service centers; internal IT service billing to more than 90 subsidiaries; ensuring IT controlling across a wide range of areas; defining interfaces and processes across the group between Corporate Procurement, suppliers, and internal customers; process optimization; restructuring IT environments; renegotiating one of the largest outsourcing projects (IaaS, PaaS) in this area (1.550 employees, 1,8 billion euros); reversing (insourcing, re-sourcing) a large-scale outsourcing contract (> 400 employees were brought back into the company); changing providers; tendering, negotiating, and purchasing IT services in the three-digit million range; reorganizing affected areas and departments based on process design and optimization; implementing PMO, TMO and FMO (Present, Transition and Future Mode of Operations)
Siemens Enterprises Networks, SEN
Outsourcing, Carve Out, international telecommunications company (Siemens Enterprises Networks, SEN, Munich)
Carve out of a large business unit / outsourcing; program management, project management, provider management and customer alignment, offer development, costing and controlling; contract development and negotiations for the worldwide rollout of outsourcing services for Managed or Hosted Services; SLA/OLA/KPI development and definition; coordinating the setup and planning of the technical foundations (architecture definition, migration and system integration, taking existing systems into account) for IP Telephony; aligning issues between traditional IT and Voice Systems (convergence issues); aligning customer requirements across countries and centrally with the service portfolio; building and expanding the portfolio; ensuring architectures meet contractual and country-specific conditions; maintaining and developing customer relationships; leading workshops and meetings to align technical, contractual, and collaborative tasks related to the infrastructure, networks, software, and organizational requirements of a large international company; resource planning and management; coaching assigned resources; implementing PMO, TMO and FMO (Present, Transition and Future Mode of Operations)
Multi Sourcing concept, international group, manufacturing industry (Berlin)
Developing and implementing a multi-sourcing concept covering highly diverse tasks for an international company
Carve Out, manufacturing industry (Schongau)
Restructuring various areas, mainly technical and sales, of a medium-sized company in the mechanical engineering and automotive supplier industries (interim management); spin-off and outsourcing of operating units
IT outsourcing renegotiation, insurance company (Basel)
Renegotiating a long-term outsourcing contract for an insurance company; with a particular focus on making services more flexible while preserving existing arrangements as much as possible (existing relationships, knowledge transfer, risk assessment)
Polyplan
Start-up company, process optimization in production and development, manufacturing industry, building European sales (Polyplan, Munich and Montreal)
Based on many years of management experience in the manufacturing industry—business development and European sales for a Canadian company specializing in Manufacturing Execution Systems (MES); sales and integration of software and services for MES/PLM/MPM systems used by large companies; the company was acquired by PTC
Sebold
Medium-sized trading company (Sebold, Aschaffenburg); business process transformation
National trading company; restructuring and change management; complete IT outsourcing with staff transfer; transition to a higher SAP ERP release; hardware planning and procurement worth several million; supporting the setup of a shared service center for the company's logistics; consortium agreement; program management and support, as well as, in some cases, leading the entire contract negotiations, taking technological, legal, tactical, and political aspects into account; close collaboration with lawyers; outsourcing volume: 130Mio
WashTec AG
Infrastructure and application outsourcing; medium-sized plant engineering company (WashTec AG, Augsburg, Schöllkrippen); transformation of development and service areas
Restructuring and change management, as well as complete IT outsourcing at an internationally active mechanical engineering company; integration of SAP ERP system; extensive SAP feasibility study; complete redesign of the R&D environment (CAD system integration); realignment of the service area; advisory services throughout all phases of the outsourcing process; supporting the setup of a shared service center for spare parts logistics; program management, support, and leading contract negotiations, taking technological, legal, tactical, and political aspects into account; close collaboration with lawyers; outsourcing volume: 65Mio
Johnson Controls
Infrastructure outsourcing; international automotive group (Johnson Controls, Burscheid)
Data center outsourcing for international Tier 1 supplier (Johnson Controls); development and negotiation of an international joint venture agreement; initial approach: integration of MFG-Pro from US company QAD to manage just-in-sequence processes in automotive interior production
Sourcing Advisor
k+d gbr
After many years of working in business development for leading US IT companies, he ran his own IT sourcing advisory services company for the past 25 years.
Industry experience
See where this freelancer has spent most of their professional time.
Experienced in Retail, Manufacturing, Banking and Finance, Information Technology, Automotive, and Insurance.
Business area experience
See which departments and functions this freelancer has contributed to most.
Experienced in Information Technology, Project Management, Procurement, Legal, Sales, and Logistics.
Summary
The advisor brings more than 30 years of experience in the use and implementation of new IT technologies and related process optimization in industrial settings and for public sector clients. His experience spans collaborations with companies ranging from medium-sized businesses to internationally operating corporations.
After many years working in business development for leading US IT companies, he ran his own IT Sourcing Advisory Services company for the past 25 years.
The main goal of these services is to optimize the execution of complex transactions through a) the timely strategic alignment of the resources used and b) significantly improved interaction between the business partners involved (Relationship Management).
These services have been successfully used in restructuring, Merger & Acquisition, corporate turnarounds, and extensively in the tenders and contract negotiations required for these projects.
The advisor has provided consulting and implementation support across all phases of the Sourcing Life Cycles and related transformation, transition, and migration.
During this time, he developed effective methods to facilitate and improve the entire Sourcing Life Cycle.
The service is especially valuable because it combines knowledge gained over many years from both sides—the supplier and the customer.
This has enabled early alignment, essential to project success, on issues relating to people, technologies, services, and business processes, as well as legal and political aspects.
Skills
Current State Analysis
- Identify The Company'S Core Competencies
- Assess The Company'S Current Performance Level
- Assess The Strategic Role Of It
- Analyze Complex System Landscapes And Architectures
- Analyze The It Operating Model (Present Mode Of Operations – Pmo)
- Examine How It Systems Work Together To Support Business Processes
- It Structure And Ways Of Working In Large Companies And Medium-Sized Businesses
Feasibility Studies, System Integration
- It Infrastructure Optimization And Outsourcing
- Design And Integration Of It Infrastructures
- Outsourcing Transition Of Erp Systems (Sap)
- Erp Evaluation And Integration
- System Integration For More Than 1000 Users And More Than 60 Sites
Sourcing Strategies And Sourcing Types
- It Sourcing Strategy
- Single Sourcing And Multi-Sourcing
- It Outsourcing, It In-Sourcing, It Re- Or Back-Sourcing
- Co-Sourcing, Transitional, Transformational, And Value-Added Outsourcing
- Business Process Outsourcing
- Outsourcing Of Development And Research Services
- Iaas, Saas, Paas, Waas And Ai As A Service
Sales, Procurement And Strategic Procurement
- Preparation Of Rfi, Rfs And Rfq
- Project Specifications And Service Level Requests (Slr)
- Vendor Evaluation And Selection
- Category Strategy
- Procurement Of It Hardware, Software, And Services
- Customer Relationship Management
- Customer Education
Governance, Compliance, Risk And Due Diligence
- It Organizational Structure
- Organizational Workflows And Processes
- Internal And External Communication
- Risk Management
- Due Diligence Approaches And Risk Evaluation
- Asset And License Valuation, Including Tax Aspects
Contracts, Sla And Negotiations
- Service Level Agreements (Sla/Ola)
- Statements Of Work And Service Forms
- Contract Frameworks
- Contract Development And Contract Management
- Contract Negotiations And Mediation
- Consortium Agreements
- Relationship Renewal Or Relationship Revision
- Exit Plan
- Legal And Tax Considerations In Outsourcing
Transition, Migration & Transformation
- Innovation Planning And Management
- Business Cases
- Demand Management
- Risk Assessment, Risk Mitigation, And Risk Management
- Transition And Transformation
- Present, Transition And Future Mode Of Operations (Pmo, Tmo, Fmo)
- Governance, Communication, And Reporting Processes
- Change Management
- Rollout Processes
Provider And Supplier Management
- Provider And Supplier Evaluation
- Implementing Contract Terms
- Provider Management
- Risk Evaluation Of The Collaboration
- Governance Principles For Providers And Suppliers
It Services Portfolio And Management
- Portfolio Management
- Demand Management
- Innovation And Quality Management
- Incident Management
- Problem Management
- Change Management
- Service Level Management
Controlling And Project Management
- Technical And Commercial Controlling
- Charging For Services
- License Management
- Project Leadership And Program Management
- Multi-Project Management
- Communication Management
- Project Controlling
- Quality And Risk Management
Architecture, Processes And Leadership
- Business Process Design And Business Process Management
- It Architecture And Enterprise Architecture
- Managing Employees In Line And Matrix Organizations
- Training And Coaching
- Facilitating Meetings And Workshops
- Stakeholder Management
Methods And Approaches Used
- It Sourcing Advisory
- Multi-Project-Management
- Siam And Itil
- Risk Management
- Contract Development & Management
- Development Of Governance Frameworks
- Development Of Kpi And Sla
- Provider Evaluation And Selection And Evaluation Matrix
Tools / Technologies Used
- Contract Frameworks
- Ms Word, Ms Excel, Ms Project, Ms Powerpoint, Ms Visio
- Ms Sharepoint
- Ms Teams
Personal Qualities
- High Resilience
- Excellent Communication Skills
- Assertiveness
- Negotiation Skills
- Meeting And Workshop Facilitation
- Coaching Decision-Makers
- Professional Qualifications
- Strategic And Tactical Decision-Making Skills
- Ability To Work With All Levels Of An Organization
- Interaction
- Teamwork
Language Skills
- German (Native)
- English (Fluent In Negotiations)
Languages
Education
Technical University München
Diplom-Ingenieur · Mechanical Engineering
Technical University Berlin
Diplom-Ingenieur · Mechanical Engineering
FernUniversität Hagen
Business Administration · Hagen, Germany
Certifications & licenses
SIAM
Numerous part-time professional development courses, both university-based and company-internal, in business administration, legal topics, and management
Statistics
Experience
Global experience
Expertise
Qualifications
Frequently asked questions
Have questions? Find more information here.
Wolf is based in Aßling, Germany and can operate in on-site, hybrid, and remote work models.
Wolf speaks the following languages: German (Native), English (Advanced).
Wolf has at least 25 years of experience. During this time, Wolf has worked in at least 4 different roles and for 15 different companies. The average length of individual experience is 1 year and 4 months. Note that Wolf may not have shared all experience and actually has more experience.
Based on recent experience, Wolf would be well-suited for roles such as: Sourcing Advisor, Program Manager, IT Infrastructure Outsourcing Manager.
Wolf's most recent position is Sourcing Advisor at k+d GbR.
In recent years, Wolf has worked for k+d GbR and Multichannel-Versand-Handel.
Wolf is most experienced in industries like Retail, Manufacturing, and Banking and Finance. Wolf also has some experience in Information Technology, Automotive, and Insurance.
Wolf is most experienced in business areas like Information Technology, Project Management, and Procurement. Wolf also has some experience in Legal, Logistics, and Sales.
Wolf has recently worked in industries like Retail, Banking and Finance, and Information Technology.
Wolf has recently worked in business areas like Information Technology, Project Management, and Procurement.
Wolf attended Technical University München for Mechanical Engineering.
Wolf has 3 certificates. These include: ITIL, SIAM, Numerous part-time professional development courses, both university-based and company-internal, in business administration, legal topics, and and management.
Wolf will be available full-time from January 2027.
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Average rates for similar positions
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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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