abas ERP Experts in Germany

• Taught ML, BI, and Big Data to Master's students.

Tech: Python, Power BI, SQL, ML, SnowflakeDB, databricks, MS Fabric, MongoDB, LLM

• Led sales excellence and post-merger integration project for klarsolar GmbH into E.ON Germany
• Defined strategic integration and transformation: stakeholder alignment, B2B (up to 100 kWp) and B2C (up to 30 kWp) scaling, brand and sales strategy harmonization, synergy realization
• Developed and implemented holistic sales strategy 2025/26 with vision 2030
• Reorganized sales organization: lead generation, presales, inside sales, field sales, sales ops, after sales
• Introduced CRM-based lead qualification, performance monitoring, business rules and low performer management
• Established sales governance, performance reviews, continuous improvement processes, incentive and compensation logic
• Owned sales IT roadmap (ERP, CRM, BI, planning tools) and deployed KPIs, dashboards, control systems
• Professionalized sales recruiting, onboarding, knowledge management and training academy
• Acted as trusted advisor to C-level and shareholders, provided growth potential analyses and board recommendations
• Achieved all project goals on budget and timeline, seamless integration with measurable synergies in 6 months, increased market penetration and sales efficiency

• Processing of a five-month backlog of incoming documents;
• Clarification of residual items and overdue open items;
• Review, reconciliation and clarification of accounting matters;
• Analysis of existing workflows and implementation of process improvements;
• Processing of accounting transactions in SAP FI and MM

• Management of IT with 10 employees, including budget and personnel responsibility.
• Harmonization of the Navision systems in Germany, Switzerland and Austria.
• Connection of the ERP systems in Switzerland, Austria and Italy to the central Microsoft Power BI systems in Germany.
• Rollout of a new firewall at 10 locations in D, CH and A.
• Evaluation of a new DMS.
• Migration to Windows 10 / 11.
• Transformation of 9 countries into ONE Europe.
• Start of NIS2 implementation in 5 European countries.

• Interim Head of Controlling at a medium-sized industrial group in mechanical engineering: setup of group controlling, preparation for the planned IPO, realignment of monthly reporting
• Project at a medium-sized company in the steel and mechanical engineering industry: further development of cost and performance accounting; setup of a structured overhead cost sheet to determine hourly and overhead allocation rates for pre- and post-calculation; setup of a profit center accounting system to show the P&L by business unit
• Interim CFO at a startup in optics / photonics: preparation of financial and liquidity plans to prepare for financing rounds and funding projects; contact person for investors in due diligence processes; setup of monthly reporting for internal and external stakeholders; preparation of annual financial statements together with an external tax advisory firm (inventory valuation, provisions, etc.); contact person for project sponsors in funded development projects; optimization and digitalization of business processes in finance
• Interim Head of Finance at a startup in robotics: introduction of business processes; support during financing rounds
• Project at a medium-sized mechanical engineering company: introduction of cost and performance accounting

• Business consulting, process consulting, digitalization consulting, and funding consulting as well as coaching for small and medium-sized enterprises (SMEs)

• Leading the global purchasing team for raw materials and indirect purchasing

• Organizational development and role definition

• Taking over the global logistics function

• Developing a global transport strategy for 6 sites (DE, US, CN, VN)

• Tender management

• Defining logistics processes and mapping them in ERP Canias

• Price and contract negotiations for raw materials and CAPEX

• Implementing a global purchasing structure

• Defining a qualification matrix and qualification requirements

• Defining a product group strategy

• Defining and implementing global logistics and transport standards

• Reducing transport costs by 45 %

• Delivered both strategic guidance and hands-on operational support to early-stage start-ups focusing on building, implementing, and scaling business processes in operations, product development, e-commerce and management.
• Partnered directly with founders to design and execute customized, best-practice solutions, ensuring the optimization and automation of business processes to drive sustainable growth.
• Led end-to-end execution of process optimization and organizational development projects, combining strategic oversight with day-to-day involvement to establish efficient, scalable structures in fast-paced environments.

• As part of a greenfield project, a new production plant is being built in Slovakia to produce industrial media storage for OEMs and distributors once completed.

• Procurement and industrialization of production equipment for prefabrication.

• Design, procurement, installation and integration of complete production lines based on stamping, forming and welding technology with integrated, labor-reducing processes.

• Establishment of a production environment under strategic aspects according to the latest state of the art.

• Overall and continuous communication with the entire greenfield team, adjacent departments and plant and executive management.

• Development of concepts together with key suppliers and identification of ratio potentials along manufacturing process chains using value stream analyses.

• Collection, assessment and application of process data such as throughput times, manufacturing times, setup times, wait and idle times using time and multimoment studies as well as surveys.

• Forward-looking design of production systems and processes with the goal of implementing automated and competitive process solutions as part of comprehensive supply chain management.

• Planning of production workflows, definition of manufacturing methods, design of the overall layout and workstations.

• Determination and recording of process cost rates, overhead rates, cost evaluation of production processes, machine hourly rates, depreciation as well as expected share of claims and rework costs to optimize manufacturing costs.

• Continuous optimizations of product designs for their adaptation into automation-oriented production environments until the plant's SOP.

• Multi-project management for the engineering, design, procurement, installation and process integration of all relevant trades with respect to plant engineering, lifting equipment, production equipment and QA installations.

• Ongoing establishment of an overall concept in constructive, plant engineering, logistical, IT and QA aspects.

• Process optimization (adjustment and new implementation of operational processes in the plants)
• Co-led management team workshop to develop and implement corporate strategies for sustainably securing and increasing the company's competitiveness
• Warehouse and logistics conversion (analysis and optimization of existing warehouse and logistics processes, support and ensuring smooth implementation of new processes)
• Designing and supporting change processes, e.g., during transformation and restructuring (establishing production planning and quality assurance)
• Shop floor improvements including identifying improvement potentials, developing measures to increase efficiency and optimize workflows, and supporting and monitoring implemented improvements
• Managing two plants and supporting the stabilization of leadership teams in three plants, including measures to stabilize operations and leadership culture, developing managers and employees, and promoting a performance-oriented corporate culture (e.g., working with KPIs and regular staff briefings and discussions)

Result: Optimized the plants' operational processes, reducing lead times by up to 30% and increasing delivery reliability to at least 95% (up from 78%). Stabilized and optimized operations (including leadership culture) through measures such as adjusting and reimplementing work and logistics processes, promoting performance through KPI use and regular employee communication, which led to a significant reduction in machine and staff downtime by up to 15% and an efficiency increase of at least 20%.

• Development and management of D2D sales partners for electricity supply contracts & energy services
• Onboarding, coaching & performance optimization of agencies
• Analysis & controlling of target achievement as well as strategic market positioning

• Built an enterprise data lakehouse platform on Azure Databricks

• Developed production data pipelines and governance structures

• Implemented private cloud infrastructures using Terraform

• Introduced modern CI/CD standards in Azure DevOps

• Implemented secure IAM and governance concepts

• Developed scalable PySpark and Delta Lake frameworks

• Supported self-service analytics and data product approaches

• Provided architecture and platform consulting for enterprise data initiatives

• Built a central DataHub architecture for insurance data

• Integrated multiple subsystems into a lakehouse platform

• Introduced data governance and data lineage

• Supported modern analytics and reporting standards

• Optimized data delivery for business and analytics teams