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• Project management of a simplification project to reduce effort for an IT transformation project
• Stakeholder management and preparation of decision papers for top management
• Scoping and PI planning across multiple delivery streams
• Planning requirements for the transformation project
• Creation of partner and customer journeys for structured end-to-end collection of requirements
• Development of suitable tracking methods for project progress
• Coordination with IT service providers and transformation project committees

Process architect and transformation driver for company-wide excellence initiatives (interim cover) Setup and management of a company-wide process and governance framework to strengthen structure, leadership, and impact in an internationally growing family-owned company. Responsibility for the global process house, end-to-end governance, the process role architecture, and the further development of the integrated management system - including international implementation (Romania, USA).

Scope:

• Leading the Business Excellence department with 6 employees and functional leadership of 20+ Process Owners
• Building a global process operating system (architecture, roles, governance, global-local logic)
• Developing a group-wide steering and KPI system for processes (transparency, KPIs, maturity level)
• Introducing mechanisms to increase effectiveness in day-to-day operations (role enablement, communities, feedback)
• Governance and role framework for new production sites in Romania and the USA (mandates, roles, decision logic)
• Stabilizing and further developing 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 — foundation for consistent control and scalability.
• End-to-end process responsibility 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 steering logic for processes built - unified KPI system, maturity model, and reporting principles developed — basis for fact-based decisions, prioritization, and transparency across the entire company.
• Effectiveness in day-to-day operations increased - enablement architecture, onboarding mechanisms, jour fixe formats, and feedback loops introduced — the process system is applied in everyday work and continuously improved.
• Governance framework for new site implemented - mandates, roles, decision paths, and escalation logic developed for the new production site in Romania — clear structure for setup, control, and integration.

• Development of an entry strategy for the claims area of an insurance service provider.
• Analysis and optimization of existing claims processes.
• Definition of management metrics and KPIs to improve performance and efficiency.
• Advising management on market positioning and process digitalization.
• Leading an IT team with 13 employees in a temporary vacancy role.
• Ensuring stable IT operations and managing external IT service providers.
• Leading regulatory projects, especially for the implementation of the DORA regulation.
• Preparation for and support during an IT security audit.
• Change management and conflict moderation in a challenging transformation environment (FI migration).

• Developing global ACM Copilot services and shaping their evolution on a global scale
• Evangelizing the benefits and capabilities of Copilot to internal and external audiences
• Onboarding, mentoring, and training new ACM colleagues in services and methodologies
• Acting as point of contact for internal Copilot proof of concept adoption and change management
• Leading Copilot adoption strategy, communicating benefits, usage and ethical considerations
• Organizing events and workshops and fostering an interactive community to share updates, findings and best practices

• Analysis, redesign, and rollout of HR core processes across the entire employee lifecycle
• Interface management between HR, IT, and multiple business units in a complex corporate environment
• Support for cultural change processes with a focus on mindset shifts and cross-department collaboration

• Setting up and running operations for offering multi-level tokenized real estate investment possibilities,
• Start-up preparations, establishing a real estate investment trust (REIT)
• Communication with SEC, technology provider selection, etc.

• Planning and coordination of all safety activities and organizational development to meet the requirements of ISO 26262 and IEC 61508
• Process development according to Automotive SPICE™ and ISO 26262
• Establishment and technical leadership of the CoC Functional Safety Management and coordination and responsibility of safety activities across all projects (ASIL C and ASIL D)
• Stakeholder management and alignment with OEMs, DIA/RASIC coordination
• Steering of staff on developing functional safety and relevant work products for safety evidence
• Planning, coordination, monitoring and progress analysis of work package creation and action tracking
• Planning and execution of safety assessments and audits for internal sub-projects and external suppliers
• Creation of the safety plan and support in creating work packages for the safety case
• Conducting FMEAs, FMEDAs and FTAs
• Coordination, development and execution of safety training
• Resource and deployment planning, budget planning and controlling
• Planning, tendering, contracting and coordination of temporary external support services
• Interdisciplinary planning and coordination of activities in functional safety management according to ISO 26262
• Conducting ASPICE™ maturity assessments and deriving process improvements based on the standard requirements
• Planning, coordination and creation of the safety assurance documentation
• Central point of contact for functional safety for all organizational levels as well as NBs, OEMs and suppliers
• Reporting to the division manager

• Informing and advising on obligations under applicable data protection regulations
• Reviewing compliance with data protection regulations and the client’s strategies for protecting personal data through own audits
• Advising on and preparing data protection impact assessments as well as data protection notices and data protection guidelines and policies
• Drafting, advising on and negotiating data processing agreements
• Raising awareness among management and staff on data protection by creating training materials and concepts and delivering training sessions
• Industries include: financial services, healthcare, trades, mechanical engineering, recruitment, auditing and tax consulting

• Bringing in the IT perspective into project documentation (e.g. solution approaches, effort estimates, schedules)
• Translating business requirements into technical specifications for the IT teams involved
• Coordinating IT resources and aligning budget usage with sales IT portfolio management
• Collaborating and supporting solution development together with business units and project managers
• Acting as a sentinel in the project portfolio to avoid information gaps and ensure timely involvement of sales IT
• Setting up and maintaining shared workspaces in Confluence, MS Teams, and Azure DevOps
• Ensuring compliance with established IT project processes (project initiation, solution design, validation)
• Creating and maintaining structured documentation (solution sketches, effort and resource plans, risks, decisions)
• Documenting and providing transparency on roles, budget needs, test management, and resource overview
• Supporting planning, coordination, and control of complex IT initiatives in the sales IT environment (PowerBase, PowerDE, PowerNL, PowerFR)
• Serving as the interface between business and IT: consistent translation of business requirements into technical specifications
• Contributing to budget planning, SAP variance analyses, resource management, and project governance
• Conducting requirements analysis, coordinating change requests, and active participation in PMO processes
• Close, cross-country collaboration with stakeholders within the Power@Sales program

• Responsible for accurate posting of monthly payroll and payments in 15 EMEA countries, including special topics such as company cars and benefits in kind, and reconciliation of balances for period close.

• Act as the interface between Finance, HR and Treasury, providing support for processes and developing solutions.

• Developed an application to automate preparation of booking lists for SAP, saving the team several hours per month and significantly reducing error rates.

• Tasks:

• Point of contact for all payroll inquiries

• Account reconciliation and harmonization

• Pre-close controls

• Improvement and establishment of existing and new processes

• Skills: financial accounting, payroll, Python

• Tools: SAP, ATAQ, MS Excel, IntelliJ IDE, MS Power Automate

• Founded technology consulting practice delivering business strategy & operations, digital transformation, and enterprise tech & innovation services to telecommunications, cybersecurity, and IT enterprise clients, leveraging 15+ years of Fortune 500 sector expertise
• Developing digital transformation and modernization strategies for legacy system optimization, cloud-native implementations, and operational process enhancement using proven PRINCE2 and agile methodologies
• Building consulting frameworks for project & product management, portfolio governance, and business coaching services while establishing initial client relationships in EMEA markets

• As a producer, I bring emotions to the screen and showcase your company in an unparalleled way.
• With my creative eye and technical know-how, I make your vision shine.
• Show the world who you are and what you have to offer.
• Let your audience dive into the captivating story your brand tells.
• Turn prospects into customers and boost your success.

• After several S/4 go-lives, there was a lack of structure, role and decision clarity in finance and IT; governance mechanisms, prioritization logic and responsibilities were not sufficiently defined.

• Unclear interfaces, high coordination efforts and inconsistent working methods led to organizational instability and limited leadership and control capability.

• The existing operating model between finance, controlling and IT was not functional, impairing transparency, collaboration and decision paths.

• Designed the transformation and organizational architecture for finance, clarifying roles, decision paths and priorities.

• Diagnosed and structured the finance and IT organizations (DE/UK/PL), including collaboration, responsibilities and interfaces.

• Redesigned the finance–IT operating model with a focus on governance, control routines and cross-functional collaboration.

• Enabled leaders and teams, especially global process owners, key users and finance leads (systemic OD / leadership).

• Managed the transformation portfolio, including clarity on risks, dependencies and cross-functional decision processes.

• Restored structural control capability by clearly defining and embedding roles, decision paths and priorities across the organization.

• Systemically strengthened governance and cross-functional collaboration – finance, controlling and IT worked again in consistent, aligned structures; friction losses were measurably reduced.

• Harmonized work and communication logic, making coordination faster, more transparent and less conflict-prone.

• Enabled the organization sustainably by building a robust key user/process owner community and clear control routines.

• Made the transformation structurally manageable – prioritized initiatives, clear risk and progress logic, and consistent decision formats increased execution speed.

• Assessment of the existing processes and structures in accounting
• Development of recommendations for the future department structure
• Implementation of the new processes and structures, especially the introduction of a Fast Close
• Completion of the annual financial statement audit incl. audit opinion by the end of May 2023 for 2 companies as well as one company as a first-time audit