Project Managers in Switzerland

• Intelligent Document Processing Engine with OCR & Computer Vision: Architected the end-to-end AI pipeline at the core of the SQPS GenAI document-processing product, which turns scanned paper and PDF batches into organised, searchable documents, combining image pre-processing, OCR and layout analysis for mixed-quality scans. Technologies: Python, OpenCV, Tesseract / PaddleOCR, PyTorch, FastAPI
• Automatic Document Splitting & Classification: Developed models that detect where one document ends and the next begins inside a single multi-document scan, and classify each one by type (invoices, contracts, letters, reports) to enable fully automated filing. Technologies: Python, PyTorch, scikit-learn, Hugging Face Transformers
• Information Extraction & Intelligent File Naming with LLMs: Implemented an LLM-based GenAI extraction system that reads dates, names and reference numbers from unstructured documents and uses them to generate consistent, rule-based file names, with configurable naming conventions per organisation. Technologies: Python, LangChain, OpenAI, SentenceTransformers, SQL

Ativa is the management company of Sammelstiftung Vita (Zurich Insurance’s occupational pension fund) and is responsible for around CHF 22 billion in assets.

• Created interactive Power BI dashboards and reporting solutions for senior management
• Implemented an underwriting tool based on Power BI (DAX)
• Built a cloud-based MS Azure SQL database and documented it
• Underwrote pension risks, including making decisions on acceptance, rejection and terms

• Defined and launched a major European digital transformation program, leading a six-bidder RFP, overseeing solution blueprint development and co-developing the business case, roadmap and multimillion budget. Secured board approval within five months.
• Built and led a multidisciplinary delivery organization of nearly 50 people at peak, spanning internal teams and three external partners. Defined responsibilities, allocated resources, set priorities and oversaw vendor performance, coordinating 200+ stakeholders.
• Led the two-year delivery of a common Salesforce CRM and digital sales portals across four EU subsidiaries, integrating local systems through MuleSoft Anypoint. Connected to Databricks for reporting, and embedded Databricks-based pricing and credit checks into the sales processes. Applied an Agile, business-first approach to evolving business needs, achieving adoption in France, Italy and Spain and business-validated technical go-live in Germany, within budget.
• Established a sustainable post-program ownership and support model: appointed a Business Analyst as Product Owner and coached him over two years to take full ownership of the solution and the digitalization strategy. Built the functional delivery team, brought one of its Functional Analysts in-house as the business-side Application Manager to oversee functional management and future enhancements, and recruited two Salesforce Admins into Group IT for country-level user support and day-to-day technical operations.
• Enabled further group-wide expansion through a reusable, scalable platform, securing board approval for a rollout to Czechia & Poland. Initiated both rollouts before completing the assignment.

Greenfield – S/4HANA (since January 2026 Post Merger)

Functional responsibility at the interface between Finance, Controlling and Real Estate Management in an S/4HANA transformation in the context of an announced merger

Key areas:

• Introduction of Lease Accounting according to IFRS 16 as the initial focus
• Design of integrated processes in leasing, real estate and Finance integration
• Cost Allocation and cost accounting in Controlling
• Expansion of the role to serve as the functional link between Finance, Controlling and RE-FX in the merger context

• Set up and led a PMO to manage 8 Finance and Legal workstreams
• Planned and implemented a 2-stage transformation (7 → 2 companies), including coordination of key stakeholders
• Redesigned business structures as well as Finance and reporting processes
• Restructured the ERP landscape in Abacus, including go-live
• Structured financing initiatives, including Supply Chain Financing
• Established transparent reporting structures and improved liquidity, governance and compliance

• Led a migration team of several squads for a Public Sector client (on-prem to AWS & Azure), incl. lift-and-shift and database modernisation to PostgreSQL.
• Led AWS/Azure discovery & assessment of 80+ applications and 400+ environments, delivering the wave plan.

Technologies: Confluence, PlantUML, BPMN

• As part of the modernization of ING DiBa, the master data management system is also being renewed. As the Domain Architect for this topic, I had to find a way to combine global solution approaches from the headquarters in Amsterdam with local requirements from the German branch in Frankfurt.

Led implementation of an Azure cloud-based, event-driven enterprise integration platform connecting Salesforce, Momentus(event) and ERP applications. Reduced overall costs by 60%, lowered operational errors to under 1%, and delivered on time.

• Led the full project lifecycle from initiation to delivery using agile and hybrid methods - platform vision, feasibility, technical blueprint, architecture, implementation, integration, testing, rollout and business adoption.
• Built the engineering team from the ground up, leading teams across Switzerland, Bulgaria and India using Scrum and Kanban; established Jira, Confluence, Asana and SharePoint for delivery and reporting.
• Established and managed frequent steering meetings, reporting that gave stakeholders transparency and drove key decision-making.

The insurance application service provider in Switzerland intended to develop a multi-channel output system to support their customers on their digital enhancement journey.

• Established an Agile Release Train based on SAFe 6.0
• Trained all ART leadership
• Coached the development of the solution intent
• Established 5 teams in the ART. Developed the Epic and Feature Backlog for the team.
• Planned and coached 2 PI planning sessions

The insurance application service provider in Switzerland intended to transform their claims management BPO and IT team into an agile delivery organization.

• Established an Agile Release Train based on SAFe 6.0
• Trained all ART leadership
• Coached the development of the solution intent
• Established 2 teams in an ART.
• Developed the Epic and Feature Backlog for the team.
• Planned and coached 2 PI planning sessions

(Project Assignment via consulting company HighPerfPeople)

• Lead the Workday Optimization Board, defining and presenting the Workday enhancement roadmap; drive prioritization based on stakeholder input, system analysis, and identified capability gaps.
• Challenge business requirements and proposed solutions to ensure alignment with long-term architecture principles, platform strategy and operational sustainability.
• Own the complete lifecycle of Workday enhancements from business discovery and solution design through implementation governance, testing strategy, deployment and stabilization.
• Act as functional/technical lead for key product areas including Peakon, Workday Learning, and Talent/Performance processes (e.g., year-end cycle, goal setting).
• Define and implement Workday branding and communication standards (templates, notification design, messaging structure) to improve consistency and employee experience.
• Build and enhance manager- and HR-facing tools (reports, dashboards, guidance/Journeys, process support assets) to reduce manual effort and improve decision-making.
• Translate complex system behavior, security/privacy constraints, and process implications into clear options for business stakeholders and leadership.
• Drive cross-functional collaboration with HR process owners, IT/security, and vendors to resolve issues and enable scalable solutions.
• Strong focus on adoption: ensure changes are usable, understandable, and actionable for employees, managers, and HR teams.

• Establishment of a licensing model
• Preparation of the documents required to attract investors (business plan, liquidity calculation, ROI etc.)
• Marketing simulation of market development, evaluation of market potential etc.
• Definition and implementation of KPIs to measure market penetration
• Establishment of project planning, project controlling and business processes

• Project lead for a global organization improvement project impacting tax model, global organization, Order 2 Cash (O2C), Procure 2 Pay (P2) processes, supply chain, finance, tax, assets, HR and IT systems including ERP
• Implemented new way of working, including process changes, documentation of work instructions and updates to IT systems including ERP and HR systems
• Success: new operating model implemented and delivering expected benefits

McDermott – Functional lead Absence & Recruiting

• Rollout of Absence module for Germany
• Rollout of Recruiting module for France
• Product: Workday
• Project phase: country rollout
• C-level and steering committee reporting

Consultant for Digitalisation, Process Optimisation and System Integration, working in direct coordination with the Managing Director.

Responsible for the operational steering of a digital transformation initiative focused on process analysis, system integration, automation and structured service processes. Translation of business requirements into practical solutions based on SmartBrix/Odoo and connected communication and third-party systems.

Key areas:

• Structuring and optimisation of property management and customer service processes
• Product Ownership and Business Analysis
• System integration across SmartBrix/Odoo, Microsoft 365, VoIP and WhatsApp Business
• Coordination of external software and technology providers
• Development of testing, approval and quality assurance processes
• Use of AI for process and knowledge support
• Documentation, governance and risk management
• Transparent reporting of project progress, risks and decision requirements to management