PMO Consultants in Germany

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

Scope:

• Management of the Business Excellence department with 6 employees and functional leadership of 20+ Process Owners
• Establishment of a global process operating system (architecture, roles, governance, global-local logic)
• Development of a group-wide control and KPI system for processes (transparency, KPIs, maturity)
• Introduction of mechanisms to ensure effectiveness in day-to-day operations (role enablement, communities, feedback)
• Governance and role framework for new production sites in Romania and USA (mandates, roles, decision logic)
• Stabilization and further development of 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 — the basis for consistent management and scalability.
• End-to-end process ownership 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 process management logic established - Uniform KPI system, maturity model and reporting principles developed — the basis for fact-based decisions, prioritization and transparency throughout the company.
• Effectiveness in day-to-day operations increased - Enablement architecture, onboarding mechanisms, regular meeting formats and feedback loops introduced — the process system is applied in daily work and continuously improved.
• Governance framework for new site implemented - Mandates, roles, decision paths and escalation logic for the new production site in Romania developed — clear structure for setup, management and integration.

• SAP S/4HANA upgrade from Release 2021 to 2025 and FI/CO transformation as part of a new TOM. Four streams and two SAP service providers; management during ongoing operations.

• Overall responsibility for time, quality and budget as well as cross-stream coordination of the four streams

• Coordination of process streams, business functions and SAP service providers

• Establishment and management of governance, planning, risks, dependencies, resources and escalations

• Provider management, regular management reporting, and preparation and execution of project and Steering Committee meetings

• Responsibility as Test Manager for test strategy, test planning, UAT, defect management and acceptance

• Result: Successful preparation for Go-live on 28.09.2026 during ongoing operations; quality and the planned absence of production interruptions ensured. Project governance established and positive feedback from management and stakeholders.

• Product Analytics, Mobile App Tracking & Tracking Governance (B2C Mobility App) – agile project management (Scrum/Kanban)
• Product Ownership for Product Analytics and Mobile App Tracking of the EnBW mobility+ app; gathering, prioritizing, and translating business requirements into actionable concepts and Azure DevOps user stories with acceptance criteria.
• Derivation of tracking requirements when introducing new app features (including Resilient Map), definition of tracking parameters (screens, events, custom definitions), and ensuring privacy-compliant tracking (Firebase, GA4, Adjust) based on the tracking concept.
• Design and adaptation of dashboards and funnel reporting for campaigns (GA4 validation, onboarding and order flow analyses, conversion funnels, charging start flow) to identify drop-off points and optimization potential.
• Management of the technical raw data export (Adjust to BigQuery) and connection to the data warehouse/data lakehouse, including data mapping; collaboration with international development teams, Data Engineering, Marketing/Sales, and Product Management.
• Establishment of standardized tracking architecture, naming conventions, and governance; analysis and expansion of tracking (new features and “blind spots”), test design, handover to testers, and quality assurance and approval before releases; documentation in Conceptboard.

Transformation assignment: IT Operating Model and Governance

• Management of the operationalization of a new IT operating model for a service- and customer-oriented organization in the managed services and Microsoft 365 environment.
• Translation of the target organizational model into concrete roles, responsibilities, organizational elements, decision-making paths and collaboration principles.
• Design and operationalization of a layered model with autonomous delivery teams, supporting units and clearly defined governance functions.
• Design of governance for Service Delivery Management, People Leads, Global Service Owners (GSO), operational teams, clusters and management committees.
• Structuring of the transformation rollout into ramp-up, implementation, hardening and operations, as well as development of kick-off, communication and feedback formats.
• Further development of PMO and office structures as well as portfolio and workforce management to create transparency around resources, risks, dependencies and decision requirements.
• Facilitation of cross-functional workshops and decision-making meetings, and translation of different stakeholder interests into actionable principles, rules and measures.

Interim assignment: IT Service and Operations Management

• Assumption of operational responsibility for Citrix and AD/Access, including incident, escalation, transition and quality management in day-to-day operations.
• Clarification of operational interfaces and clear separation of responsibilities between internal units, Service Delivery Management and external service providers.
• Conduct of structured GAP analyses of existing service descriptions, preparation of make-or-buy decisions and clarification of roles with KPI integration.
• Management of conflicting objectives, dependencies and escalations in complex customer, operations and transformation situations.

Selected results

• The transformation target model was translated into directly applicable roles, governance rules, organizational elements and rollout formats.
• Decision-making paths, responsibilities and interfaces between operational delivery, supporting functions and management were described transparently and bindingly.
• The foundations for self-organized teams, standardized service descriptions and reliable portfolio, resource and management transparency were established.

Methods: Operating Model Design, Governance Design, RACI, GAP Analysis, Stakeholder Analysis, Workshop Facilitation, Change Communication, Risk and Escalation Management, KPI and Service Management

• Marketing consulting for the EDL@Home and Commodity (electricity & gas) business areas
• Development of data-driven marketing and sales strategies
• Definition and expansion of key channels (Web, App, Portal, Social, Paid, Sales Partners)
• Target, annual and budget planning for the EDL@Home business area
• Definition of business requirements for marketing platforms
• KPI-based performance management
• Development of dashboards to measure success
• Performance reviews with management
• Management of external service providers
• Stakeholder management between Marketing, Sales, IT, Customer Service and Management

• Elevator emergency call reorganization project: Project to evaluate and define a new technical solution for connecting elevator emergency calls for all facilities of DB InfraGO passenger stations.

• Objectives: Secure, redundant connection of all locations across Germany. Definition of the technical solution, documentation, subject-matter support and management of specialist and line organizations.

• Identification and commissioning of technical solutions.

• Management of documentation and approval of the technical solution in DB regulations.

• Definition and tracking of the roadmap for describing the solution.

• Preparation of a rollout plan to avoid shutdowns.

• Coordination and implementation of decision proposals for steering committees.

• Communication of the solution to all committees and regional areas.

International Family-Owned Company | Revenue of more than 1 billion EUR | CONFIDENTIAL

• Established and operationalized a company-wide PMO; took over the initial management function during ongoing operations.
• Structured a portfolio of more than 15 strategic transformation initiatives across several countries and functions.
• Designed project intake, decision levels, responsibilities and regular steering meetings; management reporting as well as risk and dependency management.
• Established the PMO environment with Microsoft 365, Planner Premium, Teams, SharePoint and Forms; planned reporting and prepared the structured handover to an internal PMO organization.

• Designed and moderated a NIS2 preparation workshop for RAS Reinhardt Maschinenbau GmbH and its IT service provider Catuno GmbH. Together with executive management and IT leadership, the current status was assessed, an initial GAP analysis was conducted and areas for action were prioritized based on ISO 27001.
• Developed an ISO-27001-based regulatory framework (ISMS) for NIS2 compliance, including a structured current/target GAP analysis, targeted improvement of the security maturity level and preparation of the organization for NIS2 audit readiness.

• Managed (Scrum / Agile) and monitored IT projects, including project controlling, service provider management, reporting, risk management and coordination of all stakeholders
• Planned and supported the go-live and hypercare phase
• Captured, assessed and prioritized requirements for demand-oriented planning and management of IT resources
• Supported the introduction of the CRIF provider for real-time decision-making in sales, fraud prevention, sanctions list screening and scalable payment processes
• Prepared status reports and decision papers for the executive board
• Planned and managed IT projects for the implementation, optimization or migration of e-commerce systems (e.g. shop systems, payment integration, order to cash)
• Coordinated interdisciplinary teams from development, UX/UI, marketing and logistics to deliver project objectives on time
• Analyzed requirements and prepared technical specifications in close coordination with stakeholders and external service providers
• Ensured the quality, performance and security of e-commerce platforms through testing, monitoring and continuous optimization
• Organized meetings with stakeholders, e.g. Demand Thinking, Warm-Up, Impact Board and program planning
• Managed and prioritized demands as well as DMP controlling and communication of results from the Impact Board and KPI analysis

Project: Consulting & Concept Development Programmatic Print / Donor Communication

Tasks:

• Analysis of existing print advertising materials and donor communication
• Development of a new thank-you letter and dialogue marketing concept
• Advice on emotional and target-group-specific communication with donors
• Concept development for a cross-channel on- and offline marketing mix
• Coordination of print, email, and CRM communication as part of new marketing processes
• Support in introducing new communication workflows around the future email software
• Creation of briefing materials and campaign approaches for different target groups
• Research, selection, and management of suitable print and production service providers
• Advice on personalization and automation options in the programmatic print environment

Technical implementation:

• Coordination of print and digital processes
• Management of external service providers and print providers
• Support in integrating new marketing and communication processes

Reporting:

• Analysis of existing response mechanisms
• Assessment of optimization potential in donor communication
• Recommendations to improve impact, personalization, and efficiency Markets: Germany [link]

• Interim assignment until a new plant manager was found
• Ensured production control and on-time order processing.
• Introduced transparent weekly and monthly planning as well as forward-looking capacity management.
• Cleaned up and structured bills of materials, master data and work documents.
• Held team leader meetings and coordinated the production areas.
• Took over the professional management of the production teams.
• Promoted an open, constructive leadership culture and involved employees in change processes.
• Coordinated with adjacent areas (production planning, supply chain, quality, development).
• Documented measures and prepared the handover to permanent management

• Managed the successful overall Trial and Commercial deployment of OpenRAN technology and swap-out of legacy SRAN for 2 mobile network operators in Germany.
• End-to-End Project life cycle governance and coordination of multiple Workstream leads i.e. Operations, Performance, Site Solution Management, Design, SW Delivery, Integration & Implementation, OSS Tools, 3rd-party Resource Support.
• Project planning to cover major milestones by delivering roadmap alignment in compliance with the German Network Regulatory Agency (BNetzA), as a vendor.
• Provided pre/post-Sales support to the Accounts Team for RfP/RfQ submissions.

Successful delivery of projects on behalf of customers:

• -> 2023 – present: Project management for the consolidation of sites/data centers for a large telecommunications provider (infrastructure project, customer: Telefonica)

• Opening and preparing new sites

• Application migrations

• Decommissioning and handover of old sites

• -> 2021 – 2022: IT multi-project management for a large car leasing company (customer: Athlon)

• Migration of applications to the cloud and to another data center

• Additional projects to expand and optimize the application landscape

• -> 2021: Project management for the development of a platform providing internet access on aircraft operated by various airlines (customer: m3Connect/German Telekom)

• -> 2017-2020: Responsible management of an IP network consolidation (infrastructure project, customer: Cisco/Vodafone) at a large telecommunications provider

• Planning and coordination of migrations and their rollout

• Team leadership and integration of different teams (network operators, hardware and service providers)

• Selected as SME for a government executive authority in Dubai, benchmarking four PPM platforms against technical fit and delivery risk and developing the target operating model and strategic benchmarks.
• Led an operational optimization project for a performance-based road maintenance contract, directing two consultants and delivering a 10% improvement against contract KPIs.
• Managed delivery of a smart city implementation as the consulting firm's project manager, coordinating the specialist solution consultant and the site's asset owner, and owning project governance and reporting.