Transition Managers in Germany

• Definition and implementation of the global strategy for IT site infrastructure products and services, ensuring scalability, security and compliance
• Leadership and development of a high-performing team of IT site management specialists, promoting collaboration and professional development
• Monitoring the quality of IT services for sites and ensuring timely delivery and compliance with company standards
• Central point of contact between Corporate IT, regional IT teams and business stakeholders for site infrastructure topics
• Driving innovation and process optimization in the delivery and operation of IT site infrastructure
• Responsibility for the product lifecycle of IT site infrastructure solutions, from design through retirement
• Management of global demand for IT site infrastructure services and ensuring alignment with IT demand management processes
• Establishment and monitoring of KPIs for service delivery and product performance
• Ensuring compliance with IT security, data protection and regulatory requirements
• Management of supplier relationships and negotiation of contracts for IT site infrastructure services
• Budget planning and cost optimization for IT site infrastructure
• Review, improvement and implementation of ServiceNow processes

The customer's own IT ticketing tool is being migrated to the central corporate tool. Critical elements are the product shop, the operational framework, the ITIL processes and asset management. It is important to ensure that the strategy for the service and support model works with the new tool, so that IT operations can continue smoothly. The next step is to develop and establish processes for the newly formed core team.

• Current-state analysis / weakness analysis of the existing processes and tool setup
• GAP analysis of the current and future operating and service models
• Analysis of business needs
• Evaluation and implementation of the identified GAPs
• Establishment of a continuous improvement process
• Risk management
• Hypercare & support during operational activities
• Establishment of processes for the newly formed core team
• Stakeholder management

• Manage and coordinate site design, deployment, new Core/DWDM implementation, and optimization of a robust and scalable fiber optic network infrastructure
• Create high-level design (HLD) and low-level design (LLD) documents for core and aggregation network
• Define scope of network elements and establish operational and deployment guidelines
• Determine core-site strategy, integrate voice and ISP systems, and swap core components of 60 existing sites
• Develop site design, execute proof of concept, and deploy additional core sites

• Managing the further development of IT network service management

• Overall leadership of the transition, consulting on the transition of IT network services

• IT coordination of a tender in the area of IT network services

For (3) Further development of IT network service management Managing follow-up work for the transition (including setup of issue management) Managing and monitoring the performance of external service providers Consulting and managing the further development of IT network service management (processes, procedures, organization, tools)

For (2) Transition of IT network services Overall leadership of the transition (transfer of operational responsibility for IT network services to an IT service provider) Definition and setup of transition governance Planning and tracking of milestones, dependencies and cutover windows Managing the preparation, achieving operational readiness & process/tool integration Carrying out service handovers (cutover, parallel run, stabilization) Ensuring risk management, progress tracking, steering committee and management reporting, stakeholder management

For (1) IT coordination of the IT network services tender Managing all IT work streams of an IT network tender Coordinating the creation of all service descriptions IT review / evaluation of offers IT representative in bidder talks/negotiations Creating presentations/decision papers

• Responsible for cutover planning and go-live management of multiple parallel IT releases in the e-commerce environment
• Creating and maintaining cutover plans, runbooks and rollback scenarios, plus audit-ready documentation of all cutover activities
• Defining and managing go/no-go decisions, escalation paths and resource availability in the cutover window
• Coordinating technical and business workstreams, managing external service providers and ensuring data consistency
• Managing and reviewing trial cutovers, structured handover to the hypercare phase
• Cutover reporting and communication before, during and after go-live at decision-maker and C-level
• Result: All releases delivered on schedule, cutover processes sustainably established and handed over

• Preparation, moderation and follow-up of project regular meetings and planning days
• Documentation and tracking of planning and iteration goals, risks and decisions
• Prequalification of issues and requirements
• Creation and updating of stream-specific master plans
• Setup, configuration and maintenance of project documentation in Confluence and SharePoint
• Maintenance, analysis and preparation of quantitative and qualitative project progress in Jira and Confluence dashboards
• Creation of a Requirements Traceability Matrix (RTM)
• Preparation of recommendations for action and weekly project status reports for management and committees
• Design of future-proof project structures in the context of concurrent SAFe transformation

• Interface role between executive management, HR, and operational units with a focus on integration
• Led the PMI program as part of an acquisition, focusing on cultural integration, organizational structure, and employee retention
• Developed and implemented employee development initiatives in close coordination with HR leadership and the works council
• Worked directly with the CEO on strategic planning, analysis, and executive communication

• Analyzed the required scope of processes, infrastructure, and SAP for integrating the MacDermid subsidiaries
• Validated proposals from the new service providers
• Managed the collaboration and tracked the tasks of business and IT experts
• Coordinated communication and the PMO
• Created cutover plans in three waves for SAP conversion, Salesforce, and Ariba

• Analysis of the existing SOC infrastructure and assessment of security operations

• Transition to a new operating model including security monitoring, incident response and threat intelligence

• Coordination between internal teams, external partners and service providers

• Implementation of Microsoft Intune: configuration, compliance policies and BYOD management

• Implementation of Microsoft Defender: endpoint and network protection, automated threat detection and incident response

• Training of IT security teams and end users

• Deployment of Microsoft Sentinel: integration into existing systems, automation of playbooks

• Introduction of Conditional Access: policies, MFA, creation of reports and dashboards

• Project management from initiation to completion, including change, risk and acceptance management

• Project controlling regarding schedules, costs and quality

• Requirements management: collection, classification and assessment of IT security requirements

• Analysis of the as-is IAM solutions and their functions
• Definition of the functional scope for the rollout
• Coordination of the internal rollout team regarding roles and activities for the international rollout initiatives
• Stakeholder communication across all countries and divisions, including approval processes for the works councils
• Change management design and implementation for the rollout project, including building a community and conducting community calls with divisions and countries
• Design and implementation of the release management process after the rollout of the minimum viable product
• Support in migrating existing solutions to the new solution
• Rollout execution in the countries and post-rollout follow-up
• Documentation of all processes, functionalities and responsibilities in Confluence

• Stakeholder management
• Documentation of progress
• Communicating progress and regular status reports to relevant stakeholders
• Creating and reviewing timelines to ensure the schedule is met
• Change management
• Ensuring a solid knowledge base for new users
• Organizing and coordinating training sessions
• Technologies: MS Office, ITSM, MILES, Citrix