BPMN Experts in Dusseldorf

Project: Introduction of statutory-compliant electronic invoicing (outbound, Germany) in SAP for an international technology group.

• Project management: Planning, steering and reporting of the E-Invoicing outbound rollout across all affected business areas, including budget and resource coordination.
• UAT: Structured user acceptance test with key users per business area, test cases per invoice scenario, and consolidated test results for decision making.
• Defect management: Handover and tracking of defects in Jira, including validation of the generated invoices against the statutory schemas.
• Cutover, go-live and hypercare: Readiness checks and cutover planning aligned with the statutory deadlines, coordination of go-live and stabilization during hypercare.
• Stakeholder management and reporting: Alignment with Finance, Tax, business departments and IT, preparation of status reports and decision papers, and consistent follow-up of open items.
• Change management and documentation: Communicated process changes to the business departments, enabled key users, and created process and compliance documentation to ensure traceability and audit readiness.

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.

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

• AI-Enabled Analytics & Reporting: Lead a 2-person BI team, applying predictive analytics and automation to translate complex business requirements into forward-looking insights, recommendations, and financial reports.
• Advanced Data Visualization: Design and maintain 25+ high-impact Power BI/Tableau dashboards tracking company-wide KPIs and trends, structured to support predictive and automated reporting.
• Web Analytics & Insights: Own GA4 tracking and analysis, driving a 15% increase in conversion insight through deeper customer journey analysis.
• Data Pipeline Optimization: Partner with data engineers to redesign and automate data pipeline workflows, cutting manual reporting time by 20% while safeguarding data accuracy and system uptime.

• Consulting on CRM processes and features
• AI infusion workshops to introduce AI apps for critical business processes
• Prototyping – vibe coding with Lovable
• Developing several apps for global bid management in a CPQ, Salesforce and SAP 4 Hana environment
• Requirements and process management
• Introducing a new data governance model
• AI infusion – supporting apps and business processes with AI applications
• Portfolio management of AI ideas: identifying and selecting AI projects in bid management
• Prototyping AI projects with Lovable.dev
• Building an AI data foundation in Snowflake
• Blueprint for various business units and global rollout
• An agile prototype-first approach using Design Thinking and vibe coding to prototype all applications
• Presentation at a global conference on the use of AI in business and validating ideas with Design Thinking & vibe coding
• AI infusion workshops at global conferences to prototype ideas with business stakeholders

• Support with the transition to the provider
• Quality assurance during the preparation of operating manuals
• Operational performance management of the provider

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

• DORA consulting and system optimization
• Process analysis of existing business processes that are complex from both a business and technical point of view
• Analysis of the individual business processes in the relevant business areas Trading, Back Office, Settlement, Custodian Bank
• Interface between the business units and IT to understand and define requirements
• Creation of a business concept incl. adjustments and implementation of software applications and their interfaces to the systems
• Preparation of a decision template for the management board for project approval
• Setting up and running project meetings with the relevant stakeholders and documenting them
• Close collaboration with the stakeholders
• Coordination and control of the analysis
• Creation and planning of resources and budget
• Onboarding of large banks (Asia and Eastern Europe) for Depot B
• Migration of portfolio holdings (volume around EUR 70-100 million)

• Developed an IT governance and oversight framework aligned with DORA requirements
• Coordinated and trained external service providers
• Optimized financial processes and performance

• Support and consulting for the integration of SAP ECC into an SAP S/4HANA system, retirement of legacy systems, implementation, and process optimization in the new harmonized system
• Project implementation of S/4HANA Cloud Private & Public Sales & Services with SAP SCM/OTC/MM/LE/CS/PS, S/4HANA Cloud, CPI, BTP, EDI, IDOC, ABAP, User-Exit, SolMan, ITIL, SAP Cloud AL
• Customizing and optimization in OTC and MM, including condition maintenance, document type and item category extensions, integration with FI/CO, scheduling agreement configuration, material master and purchasing info record maintenance, release procedures, message control, and master data quality
• Ensuring integration of PTP with FI/CO, SD, and WM, process analysis, and efficiency improvement for the S/4HANA environment
• Process modeling in Signavio, workshops, and trainings
• 2nd & 3rd level support in OTC, MM, CS, PS, C4C Sales & Services, GTS, and MDG: incident and change tickets, feasibility analyses, service management, embedded analytics, customizing, tests, documentation, training, debugging, IDOC/EDI monitoring
• SAP S/4HANA migration: data migration, system harmonization, global rollouts, and template development
• ABAP development and optimization: reports, dialog programs, user exits, IDOC/EDI monitoring

• Led the global HRIS transformation program (16 country units): program setup, PMO, phase planning, status reporting, and steering up to partner/SteerCo level
• Built an HR readiness assessment framework (6 dimensions, weighted scoring) as a decision basis for implementation and AI maturity — mandated by the board as the project outcome
• HR process architecture: analysis of 80+ level-3 processes and 87 ISO process documentations across 13 country clusters; gap analysis and harmonization roadmap
• Designed agentic AI HR processes (hiring, onboarding, probation period management) on SAP S/4HANA Private Cloud and ServiceNow — human-in-the-loop design, process screening for agentic potential, decision paper at partner level
• HRIS market analysis: vendor screening, criteria framework, and evaluation logic for system selection
• HR target operating model: organizational analysis, archetype framework (9 dimensions), governance design for a global HR function
• Self-assessment tools and workshop formats for 16 country HR teams incl. nomination and stakeholder management; SharePoint project hub and communication architecture
• AI-supported consulting delivery: my own Claude-based working model for analysis, document creation, and project management — one consultant delivering program output

• Process optimization, process design
• Business partnering, target vision
• Teambuilding
• Workflow design
• Budget, MEC
• SAP S4/Hana, Board

The Helaba ATLAS project aims to modernize core systems and make them future-proof. As part of the subproject, the existing legacy system for international payments is being replaced by a modern web-based application.

• Analysis of functional and technical requirements
• Analysis and optimization of business processes
• Process modeling
• Preparation and facilitation of workshops
• Defining project scope and prioritizing requirements
• Business process management (analysis, modeling, and optimization)
• Specification of user stories
• Designing business and authorization concepts
• Testing and acceptance
• Designing mockups in Figma
• Creating the UI/UX style guide for web applications Approach: Scrum (agile) Technologies: Jira, Confluence, MS Teams, Conceptboard, Java, Vaadin, Figma

• Full product responsibility from a business perspective: requirement analysis, UX design, product strategy, and go-to-market implemented without an internal dev team using fully AI-supported development (Claude Code / Anthropic)
• Technical differentiation: KRITIS-compliant air-gapped deployment (Windows/NSIS), GDT interface for PVS integration, DATEV-LODAS export for payroll
• Managed pilot operation with initial external client (Dormagen medical practice): structured requirement gathering, test support, error analysis, and release management
• Developed rollout and sales strategy for market entry in the segment of private practices and small medical centers
• Human-in-the-Loop development principle: business decision → AI implementation → manual review → approval → release – each sprint documented in Jira (TIME project), every change traceable via co-authored commits
• Product outcome: Tauri/Rust desktop app with GDT watcher, multi-tier model (Starter/Professional/Enterprise), cloud mirror on Hetzner/Traefik, complete ISMS framework based on ISO 27001 and BSI basic protection as product foundation
• Direct method validation for the test manager role: hands-on experience with quality assurance of AI-generated products from a user perspective, review gate discipline, release approval under GDPR and the EU AI Act