Transformation Managers in Munich

The program supports the comprehensive realignment of the German Consumer Panel Services business. It combines a significant panel boost with the reprocessing of historical data and the integration of new receipt data. By significantly expanding and stabilizing the panel with the involvement of external partners, the aim is to improve the validity of the data base and create a reliable foundation for methodology, weighting and customer reporting. At the same time, historically grown processes for data delivery, OCR, matching, item QC, methodology and reporting are being harmonized, further developed technologically and reorganized. The goal is a scalable end-to-end landscape with higher data quality, clear responsibilities, reliable governance and sustainably manageable operational processes.

• Overall management of the restatement program, including the integrated roadmap as well as milestones, dependencies, risks and management decisions.
• Coordination of the panel boost and alignment of the required data deliveries, quality requirements and prerequisites for methodology, weighting and reporting.
• Alignment of business, product, data science, technology, operations and external partners around a shared target picture, aligned priorities and an integrated approach.
• Design of the organizational change triggered by the fundamental realignment of the data base, methodology and management logic, which has a lasting impact on established decision-making and collaboration patterns.
• Establishment and further development of governance, reporting and escalation structures as well as program-wide monitoring and operational processes for reliable management and sustainable handover.
• Management of critical data, technology and provider dependencies, including reprocessing, OCR transition and the timely synchronization of delivery, testing, methodology and reporting.
• Orchestration of international collaboration with teams and stakeholders in Germany, the United Kingdom, Portugal and Romania, as well as with external suppliers in Germany and Austria.

Impact Areas and Expertise: Program & Delivery Leadership, Business & Technology Alignment, Organization & Transformation, Governance & Sustainable Operations, Strategy & Target, Methodic Leadership, Transformation & Change Leadership, Executive Advisory

• After several S/4 go-lives, Finance and IT lacked structure, clarity of roles and decisions; governance mechanisms, priority logic and responsibilities were not sufficiently defined.

• Unclear interfaces, high coordination effort and inconsistent ways of working led to organizational instability and limited leadership and management capability.

• The existing operating model between Finance, Controlling and IT was not functional, affecting transparency, collaboration and decision-making paths.

• Designed the transformation and organizational architecture for Finance and clarified roles, decision-making paths and priorities.

• Diagnosed and structured the Finance and IT organizations (DE/UK/PL), including collaboration, responsibilities and interfaces.

• Redesigned the Finance–IT Operating Model with a focus on governance, management routines and cross-functional collaboration.

• Enabled leaders and teams, especially Global Process Owners, Key Users and Finance Leads (systemic OD / Leadership).

• Managed the transformation portfolio, including clarity on risks, dependencies and cross-functional decision-making processes.

• Restored structural management capability by clearly defining and anchoring roles, decision-making paths and priorities throughout the organization.

• Systemically strengthened governance and cross-functional collaboration – Finance, Controlling and IT again worked in consistent, aligned structures; friction was measurably reduced.

• Harmonized working and communication processes, making coordination faster, more transparent and less conflict-prone.

• Established sustainable organizational capability, including by building a strong Key User / Process Owner community and clearly defined management routines.

• Made the transformation manageable in a structured way – prioritized initiatives, clear risk and progress logic as well as consistent decision-making formats increased execution speed.

Tasks & results:

• Developed measures to improve management steering during a restructuring program (approx. 80 participants)
• Set up a PMO to ensure transparency, reporting and data-driven decisions
• Created an integration template to transfer team s...

• Tackling challenges in the context of a transformation programme.
• Focus on leadership challenges.

• Currently leading a large-scale digital transformation project for one of Saudi Arabia's largest shipping companies (PIF company).
• Several large-scale digital transformation projects across financial services, logistics companies as well as other industries.
• Digital marketing setup including channel mix and online-to-offline approach as well as customer experience-related strategies.
• Organizational transformation implementing an agile delivery culture as well as tribe-based product teams.
• Product enhancement for online distribution channels covering various work streams, e.g. customer experience, pricing, underwriting, issuing.
• Support across various request for proposal processes for tech stack replacement and potential migration strategies.
• IT target architecture design in alignment with organizations’ digital strategy and future distribution plans.
• In-depth project management office activities across comprehensive digital transformation projects.

• Specialist in Digitalisation and PLM Strategies: Extensive experience in leading complex digital transformation initiatives and implementing Product Lifecycle Management (PLM) platforms to enhance efficiency and streamline processes. Focus on developing future-proof data models and interfaces to ensure successful implementation and continuous business improvement.
• Expert in Change, Quality, and Release Management: Design and implementation of end-to-end release and change management processes for the automotive industry, with a strong emphasis on cross-functional collaboration and the use of cloud-based tools such as 3DEXPERIENCE (3DX).
• Consulting in AI-Driven Strategies: In-depth knowledge of artificial intelligence, backed by certifications and hands-on experience in implementing AI technologies to drive innovation and business optimisation.
• Project Leadership in the Automotive Sector: Successful leadership and coordination of vehicle dynamics and quality projects for premium vehicles. Extensive expertise in budget and quality management as well as overseeing technical modifications throughout the development process.