Transformation Consultant in Germany

• 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 implementation of solutions to promote digitalization in the company in the areas of property management, CRM, invoice review and approval processes, smart metering, DMS and time tracking
• Digitization of file folders and introduction of SharePoint and Microsoft Teams as central document and communication platforms
• Design and delivery of an AI workshop, including the rollout of AI tools to increase efficiency and transparency in key business processes
• Preparation of training materials and delivery of user training for newly introduced digital processes and solutions

• Managed the integrated SAP S/4HANA delivery plan for 12 BTS workstreams, including milestone, dependency, and governance management.
• Coordinated end-to-end delivery across Business, IT, and Operations, focusing on execution, readiness, and issue resolution.
• Responsible for RAID, test, cutover, and deployment management to ensure a successful go-live.
• Implemented KPI tracking, status reporting, and PMO governance to provide transparent management of performance, risks, and escalations.

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

• Point of contact and coordinating interface between central product management, local Chinese teams and international stakeholders.

• Management of the entire program to coordinate complex digital projects.

• Successful market 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 requirements into account.

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

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

• Use of Jira, Confluence, Miro, Scrum, agile working, SAFe.

• Project language: English.

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.

• I support medium-sized clients with their funding needs.
• I evaluate operational business processes and translate complex legal and regulatory requirements into business requirements, target models and actionable roadmap epics.
• I use Generative AI tools and automation in a targeted way to efficiently create requirements documentation, process analyses, evaluations, meeting preparation materials, customer analyses and decision papers.

• 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.

• Development of a digital audit application for inspections in medical facilities. The goal is to connect on-site data collection, voice recording, documentation and downstream processes in one end-to-end, AI-supported workflow.

• Design and development of a Flutter audit app with Claude Code for the structured execution and documentation of inspections.

• Processing of voice recordings captured in the app through automatic transcription and AI-supported creation of structured inspection reports, followed by an approval process

• Connecting various data sources such as email, Odoo 19, attendance records and Google Drive via n8n to automate billing and follow-up processes

• Automatic provision of required documents and email delivery through n8n-controlled workflows, including the use of LLMs for text creation

• Skills: Flutter, Claude Code, LLM Integration, n8n, Odoo 19, Google Drive, Process Automation

• Advise B2B technology and mid-market companies on commercial strategy, sales effectiveness, operating model design, and scalable growth.
• Coach senior sales leaders and executive teams on GTM choices, leadership effectiveness, accountability, and execution.
• Support market entry and growth planning through structured assessment of customer segments, value propositions, channel options, coverage models, investment priorities, KPIs, and risks.
• Facilitate peer-level strategy sparring and translate strategic decisions into measurable commercial initiatives.
• Combine systemic coaching, sales leadership experience, and change management practice to ensure decisions are practical and adopted.

• E-Tech, manufacturer of customised solutions in the automation control sector, +60 employees
• Reporting line: Directly to the Managing Director/owner
• Development of vision, values and mission statement
• Establishment of communication structures
• Establishment of HRM – search, selection and hiring of the HR Manager
• Development of the sales strategy
• Development of the product strategy
• Analysis and improvement of production processes
• Holistic organisational development — HRBP ad interim
• Teambuilding for the management team
• Vision, values and mission statement development - cultural change
• Identification of requirements, creation of job requirements, employer branding
• Selection, conducting interviews and hiring of the new HR Manager

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.

Context: Corporate transformation - Establishment of a central unit for Corporate Management & Transformation

• ▪ Established and managed the newly created Corporate Management & Transformation department on an interim basis
• ▪ Defined the Target Operating Model as well as the tasks, responsibilities and governance structures of the new unit
• ▪ Established company-wide project portfolio management for the transparent prioritization and management of strategic projects and initiatives
• ▪ Developed governance, decision-making and escalation processes for transformation and change initiatives
• ▪ Designed company-wide process management with an end-to-end process map, defined process responsibilities and consistent process governance
• ▪ Further developed standards and methods for project management, change management and organizational development
• ▪ Managed and supported strategic transformation, digitalization and organizational projects across the company
• ▪ Established systematic benefits realization to measure and track the benefits of change initiatives
• ▪ Advised the management on the prioritization, governance and organizational integration of company-wide change initiatives---

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

• Independent consulting at the intersection of HR, Finance and IT
• Focus on People Analytics, HR Controlling, Pay Transparency, Compensation & Benefits and HR Transformation
• Analysis of complex HR and business data and development of reliable decision-making foundations for management and HR
• Design of KPI, reporting and BI solutions as well as data-based management models
• Consulting from analysis and concept development through implementation of transformation and optimization projects
• Focus on SAP Analytics Cloud, SAP BW and Power BI
• ISA = Insight · Structure · Alignment