Change Managers in Austria

Organizational Change Management for the strategic setup of a hybrid GBS rollout as part of a global, AI-driven Finance Transformation. End-to-end management of the OCM architecture in a highly complex on-, near-, and offshore partner setup [IN, PL, RO]. Successful completion of Phase 1 (Initial Strategy) and strategic pausing by the Executive Board after the early disclosure of critical vendor-side OPEX risks

• Systemic Baseline Assessment & Stakeholder Diagnostics: Evaluation of the global organization and analysis of the process landscape across 21 countries [AT, DE, CH, FR, UK, SI, RO, UA, RU, US, CD, CN, AR, MX, ZA, IN, JP] to precisely determine change requirements

• Architecting the OCM Strategy & Master Roadmap: Independent development of a comprehensive, AI-centered Change Roadmap for end-to-end management of all change initiatives across every project phase

• Data Quality & AI Agent Risk Mitigation: Auditing of Process Data Repositories (Celonis analysis); prevention of the ingestion of 58% synthetic training data to safeguard AI model reliability amid geopolitical supply chain tensions

• GBS Vendor BAFO Triage & Contractual Commitment: Critical review of Tier-1 vendor pitches and contractual commitment to a reduced Non-STP rate (from 7% to 4%) to avoid extreme manual rework with a planned FTE reduction (-63%)

• Executive Enablement & Board Alignment: Design of the GBS Transformation Executive Board Deck to strategically enable C-level executives and transparently present completely overlooked AI tokenization costs

• Targeted Change Communications & Engagement: Design and development of audience-specific communication measures to align the highly diverse, globally distributed stakeholder network

• Adoption Velocity & Resistance Measurement: Engineering of quantitative measurement tools (Pulse Check Survey) using Behavioral Dyads to identify resistance based on data and ensure sustainable success measurement

Results:

• Avoidance of disruptive misallocations: Stopping the ingestion of 58% synthetic AI-agent training data after discovering only 42% compatibility with existing processes, preventing critical GBS cascade errors
• Significant OPEX & effort reduction: Reduction of the Non-STP rate in Tier-1 vendor BAFOs from 7% to 4% alongside an impending 63% Finance-FTE reduction; avoidance of thousands of time-consuming manual correction processes
• 100% Delivery of the OCM architecture & ROI protection: Delivery of all OCM artifacts (Change Roadmap, Comms Plan, Executive Board Deck, Pulse Check Survey) and protection of ROI by identifying incalculable LLM runtime token costs

Building the practice that treats adaptive capability as a strategic asset, not a consulting engagement. Working with C-suite leaders at European and global organizations to build the internal capability to evolve continuously – faster, with less dependency on outside help.

• Delivering the Adaptive Capability Diagnostic: a structured engagement that scores organizations across 6 dimensions and produces a clear roadmap for building transformation capability.
• Advising executives on transformation portfolio management: which initiatives to run simultaneously, how to sequence them, and how to build the governance to sustain all of it.
• Speaking at industry events including executive roundtables, conferences, webinars, and podcasts on building organizational adaptability at scale.

• Developed and executed a comprehensive strategy for market expansion in Germany, driving revenue growth and profit. Increased Gross Profit (GP) by +330% and productivity by +22% over 2 years.
• Led a cross-functional team of 13 managers with 90+ employees while managing a portfolio of 250+ customers with €85 M in revenue.
• Cultivated a performance-driven and disciplined profit culture, emphasizing operational success, optimizing efficiency, and enhancing customer satisfaction.
• Monitored and managed budgets effectively to enhance financial performance and ensure optimal resource allocation, holding full P&L responsibility.
• Spearheaded operations and led sales, account management, carrier management, and quality management teams, fostering cross-departmental collaboration, competitiveness, and accountability.
• Provided strategic leadership and direction to a high-performance team, overseeing all aspects of team management, including recruitment, coaching, performance evaluation and offboarding.
• Directly contributed to the strategic development and implementation of group activities as a core member of the corporate strategy team, actively shaping and executing initiatives to drive overall business growth and alignment across the organization.