Transformation Consultant in Germany

• Introduction of a new digital product in the Chinese market as part of a global growth strategy.

• Connection point and coordinating interface between central product management, local Chinese teams, and international stakeholders.

• Management of the full program management to coordinate complex digital projects.

• Successful launch of a digital product in China (including successful certification for the Chinese market).

• Balancing local requirements with global priorities while taking tax and regulatory conditions into account.

• Introduction of a new way of working to improve collaboration and governance across locations.

• Development and implementation of a scaling strategy for the digital business model in China.

• Use of Jira, Confluence, Miro, Scrum, Agile work, SAFe.

• Project language: English.

• Project management and consulting services with a focus on IT interim management: digitalization of corporate management including processes and applications
• Assessment of the entire IT infrastructure including applications, core processes, and contracts, including cost optimization
• Evaluation and introduction of solutions to promote digitalization in the company in the areas of: property management, CRM, invoice review & approval processes, smart metering, DMS, time tracking
• Digitization of file folders and introduction of SharePoint and Microsoft Teams as the central document & communication platform
• Design and delivery of AI workshops including rollout of AI tools to increase efficiency and transparency in key business processes
• Creation of training materials and delivery of user training for newly introduced digital processes and solutions

In-house consulting provider and driver of transformation within the group, multi-stakeholder environment and C-level.

Realignment and stabilization of a cross-functional transformation and scaling program within the group. Sharpening the target picture, priorities, and set of measures, as well as building reliable governance, planning, and steering structures. Structuring roles, responsibilities, and strategic initiatives while including AI and IT automation ideas.

• Designed program realignment and project portfolio management

• Developed strategy model and target picture for IT projects

• Structured portfolio, roadmap, and priorities

• Established governance and regular meetings

• Worked out operating model for flagship projects

• Assessed AI and automation ideas

• Clarified roles and responsibilities

• Implemented change measures

• Developed, moderated, and evaluated workshops

• Transformed 17 initiatives into a steering model

• Increased transparency and decision-making ability

• Strengthened commitment in steering

• Sharpened the operating model structurally

• Integrated three top-5 institutes

• Involved over 80% of stakeholders

• Governance

• Portfolio steering (PPM)

• Change management

• Artificial intelligence

• Workflow automation

• AI use case assessment

• Confluence

• Jira

• Stakeholder management

• Project management of the legal and system-side integration of Taschenkaufhaus into the Voxa group: conversion of all contracts, accounts, and system access rights on the defined cutover date
• Migration from Microsoft Dynamics NAV 2009 to 2013: analysis of all existing interfaces, redefinition of processes, and coordinated go-live without interrupting operations
• Integration of the complaints and returns process into MS Dynamics NAV 2013; major process simplification through standardization
• Introduction of a new POS system (Shopify POS) in all stores: requirements analysis, configuration, rollout, and employee training
• Use of n8n automation workflows for data reconciliation between marketplaces and ERP; manual processes significantly reduced

AI Strategy & Enablement for SMEs Management consulting – SMEs (e.g. marketing boutique, IT & office services)

Concept and delivery of structured AI introduction and strategy workshops for small and medium-sized businesses. Result: Practical AI status assessment, prioritized use case list, and management decision template as the basis for the next steps in the company’s AI development.

Activities

• Needs analysis and individual preparation of the consulting formats
• Facilitation of a structured AI status assessment including vision, mission, and target picture
• Identification and prioritization of relevant AI use cases and action fields
• Creation of management decision templates and roadmaps
• Raising awareness for opportunities, risks, and success factors of AI introduction
• Support for first customers with AI-supported automation scenarios
• Supporting people and teams through the change process of AI introduction (CM)

Methods / Tools / Technologies

Methods:

• AI status assessment & use case analysis
• Workshop moderation / facilitation
• Requirement Management
• Change Management (PROSCI)

Tools:

• Generative AI tools (e.g. ChatGPT, Claude)
• Automation/AI coding tools (e.g. n8n, Claude Code, Visual Studio, Antigravity)

Technologies:

• Prompt engineering
• AI workflow automation

Process architect and transformation driver for company-wide excellence initiatives (interim cover) Set-up 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, the process role architecture and the further development of the integrated management system - including international implementation (Romania, USA).

Scope:

• Lead the Business Excellence department with 6 employees and functional leadership of 20+ process owners
• Build a global process operating system (architecture, roles, governance, global-local logic)
• Develop a group-wide control and KPI system for processes (transparency, KPIs, maturity)
• Introduce mechanisms for effectiveness in day-to-day business (role enablement, communities, feedback)
• Governance and role framework for new production sites in Romania and the USA (mandates, roles, decision logic)
• Stabilisation 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 — basis for consistent steering and scalability.
• End-to-end process ownership strengthened - process owner roles globally defined, qualified and anchored in communities of practice — for the first time clear ownership structures across all sites.
• KPI and control logic for processes built - unified KPI system, maturity model and reporting principles developed — basis for fact-based decisions, prioritisation and transparency across the company.
• Effectiveness in day-to-day business increased - enablement architecture, onboarding mechanisms, regular meeting formats and feedback loops introduced — process system is used 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 set-up, steering and integration.

• Team leadership: Prioritization and coordination of four cross-functional teams.
• Platform strategy: Development and implementation of strategies to optimize existing IT platforms.
• Stakeholder management: Active management of expectations and communication with internal and external stakeholders.
• Program and innovation management: Prioritization and coordination of cross-department projects as well as innovation initiatives.
• Product Owner consulting: Advising Product Owners with a focus on product development and continuous product improvement.
• Organizational development: Improving communication and decision-making structures across all organizational levels.
• Change management: Implementing best-practice change management methods to ensure continuous optimization and innovation.
• Quality assurance: Ensuring high quality standards in processes, services, and deliverables.

• Partnered with senior stakeholders across AWS EMEA to drive talent strategy, partner development, and business growth in the cloud ecosystem.
• Focus areas:
• Collaboration with Sales & Partner Management on Go-to-Market initiatives
• Advisory on long-term resource strategy for Cloud, Data, and Security Divisions
• Supporting internal innovation teams in scaling AI and automation projects
• Result: Contributed to AWS’s expansion in Central Europe by aligning business, technology, and people strategy.

• Marketing consulting for the business units EDL@Home and Commodity (electricity & gas)
• Development and implementation of the marketing/sales strategy in close coordination with the department head
• Definition and expansion of key channels (web, app, portal, social, paid, sales partners)
• Goal, annual, and budget planning for the EDL@Home business unit
• Leading and running team workshops to define goals & develop campaigns
• Campaign/content planning for different target groups
• Concept and implementation of the regional multi-channel sales campaign incl. A/B testing
• Optimization of the customer experience across all channels
• Technical support/advice for the product teams during iterative implementation
• Building and managing a campaign dashboard to measure success
• Managing external agencies and internal teams
• Regular results presentations and reporting to department leadership
• Active stakeholder management

• 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.

Project scope: Supported the establishment, scaling and continuous improvement of project management and support processes by modernizing governance, processes, documentation, deliverables tracking, training content and tool-supported ways of working across a complex energy project environment.

Key contributions

• Supported the build-up and maturation of the PMO department, including governance structures, operational frameworks, project management processes, templates and deliverables tracking mechanisms.
• Conducted As-Is analysis of existing processes and their documentation, including process inventory, interface mapping, problem identification and creation of visualizations and white papers to improve shared understanding.
• Reviewed and improved project management documentation, templates and work instructions, including support for a project document master list to strengthen standardization and control.
• Designed and supported rollout of a lessons learned process and related system/application, including pilot preparation, coordination and implementation support.
• Mapped and supported implementation of a new resource management process connected to the rollout of a resource planning tool.
• Led and supported adoption of agile ways of working and Atlassian tools, including Jira and Confluence team boards, plans/roadmaps, dashboards, sprint planning and retrospectives.
• Acted as key user for continuous usage improvements in PMO tools and collaboration practices.
• Developed training curricula, instructional videos, supporting materials and PMO Open Doors sessions to improve capability transfer and provide a recurring forum for updates and information sharing.
• Developed a skills matrix concept and supported rollout as a basis for structured capability management and training demand analysis.
• Supported preparation of department offsites, implementation of a new Integrated Management System (IMS), creation of a SharePoint-based PMO website and department integration after restructuring.

Results / business impact

• Improved project management & PMO structure, processes and their documentation
• Enhanced transparency and standardization across processes, documentation, governance routines and project deliverables tracking.
• Enhanced information flow and knowledge transfer through SharePoint-based communication, PMO forums, training curricula and instructional videos.
• Strengthened lessons learned, resource planning, agile collaboration, capability management and post-restructure department integration.

• Founded, built, and scaled a management consultancy for go-to-market, growth, and digital transformation
• End-to-end brand building: CI/CD, website, and social media presence as a consistent digital footprint
• Built a B2B marketing & sales funnel incl. CRM for structured lead generation
• Developed and built a service portfolio & verticals: including an AI Board for strategic GenAI classification as well as a go-to-market/growth vertical for the food industry
• Built a partner network for co-delivery
• Acquired, onboarded, and delivered consulting engagements

• Industries: Energy, Telecommunications, Manufacturing
• Transformation & Change: Supported complex IT and digital transformation programs as Scrum Master, Agile Coach, Change Manager and RTE Consultant at Siemens Energy (global SAFe rollout), E.ON (sales technology platform), Schneider Electric (S/4HANA transformation DACH) and Vodafone (Operational Excellence)
• Agile Roles: Scrum Master, Agile Coach, Product Owner, Business Analyst, RTE Consultant in cross-functional and scaled teams (SAFe, Scrum, Spotify Model)
• Procurement Excellence: Strategic purchasing consulting with a focus on cost optimization, supplier management, digitalization and organizational development, including building supplier scorecard models, AI-supported procurement approaches and process automation in purchasing
• Managed functional leadership of interdisciplinary project teams of up to 12 people in national and international settings
• Successful launch of several global ARTs at Siemens Energy with improved coordination across sites
• Increased change acceptance and established communication structures in the S/4HANA program at Schneider Electric
• Introduced agile methods, OKR frameworks and KPI dashboards at E.ON, increasing velocity and transparency
• Reduced purchasing costs through strategic sourcing and supplier optimization
• Implemented process innovations in close cooperation with IT and business teams