BPMN Experts in Dusseldorf

Felipe D.

Senior Project Management, Process Optimization & Supply Chain Transformation

Last position:

Senior PMO Expert at RWE Technology International

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.

Edgar P.

Transition Manager & Business Analyst

Korschenbroich

Last position:

Transition Manager & Business Analyst

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

Matthias M.

Project Manager

Last position:

Project Manager at HSBC

Project Manager for banking projects
Management and coordination of the projects 'XONTRO T7 Migration' and 'UNO – Unified for New Opportunities'. Management of international stakeholders, preparation and leadership of steering committees, and coordination between departments, exchanges, and external partners.
Project management of the strategic projects 'XONTRO T7 Migration' and 'UNO – Unified for New Opportunities'
Management of international stakeholders including exchanges, custodians, and external project partners
Coordination of functional and technical test activities at the exchanges between trading, IT, accounting, and mid-/back office
Facilitation of steering committees at management level
Preparation of decision papers, status reports, and risk analyses
Conduct analyses in the areas of reporting (compliance, regulatory reporting, etc.), taxes on securities transactions & custody accounts, process analysis
Enforcement of required requirements/specifications
Coordination between business, IT, operations, and external market participants
Coordination and alignment with external market participants, service providers, exchanges, and other project stakeholders

Natascha K.

Business Analyst DORA and System Architecture

Last position:

Business Analyst DORA and System Architecture at PSVaG

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)

Antje B.

Consultant for Digital Transformation with a Focus on AI Enablement | Project & Process Management | Change Management

Last position:

AI Strategy Consultant, Change Manager at SMEs (various marketing boutiques, IT & office services)

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

Levent Ö.

Senior Expert Transformation & Change Management

Duisburg

Last position:

Senior Expert Transformation & Change Management at STC Services (Freelancer in cooperation)

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

Orhan Y.

SAP Senior Consultant OTC/MM/WM/LE/CS/PS/GTS, C4C-Cloud (Sales, Services, E-Commerce)

Last position:

SAP Senior Consultant OTC/MM/WM/LE/CS/PS/GTS, C4C-Cloud (Sales, Services, E-Commerce) at High-Technologie

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

Phil H.

HR & HR-IT Consultant · AI-supported HR transformation

Dormagen

Last position:

Lead Consultant HRIS Transformation & AI in HR (Freelance) at International management and technology consulting firm (name confidential) · via Hauser Enablement Solutions

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

Ricardo M.

Controlling - Change Management - PMI

Krefeld

Last position:

Controlling Staff Unit (CFO/Head of Controlling) at IT Security Solutions

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

Alexander R.

IT Consultant

Monheim am Rhein

Last position:

Business Analyst at Financial Services Provider Landesbank

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

Ralph K.

Product Owner / Business Owner

Rommerskirchen

Last position:

Product Owner / Business Owner at AXIS Management Consulting GmbH

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

Stefan R.

Corporate Controller / Private Equity Controller (PE) interim

Last position:

Corporate Controller / Private Equity Controller (PE) interim at Amedes Medical Services GmbH

Responsibility for group-wide financial management with a focus on management, PE, and lender reporting.
Focus on an integrated financial model (P&L, balance sheet, cash flow), robust liquidity and covenant management, and preparation of decision-ready materials for financiers, auditors, and rating stakeholders.
Establishment of reporting standards, data logic, and closing routines for high-frequency scalability.
Further development of an integrated financial model (P&L/BS/CF), including scenario capabilities, sensitivities, and driver-based forecasting logic.
Design and management of a rolling liquidity plan (short-/mid-term), including working capital mechanisms and financing instruments.
Preparation and quality assurance of lender reporting, including covenant calculations, bridge analyses, and variance explanations.
Support for the CFO agenda in financier and stakeholder communication (Q&A, documentation logic, key messages, data consistency).
Coordination and content input for rating- and financing-related deliverables (e.g., presentations, data rooms, management commentary).
Management of IFRS/accounting topics (e.g., IFRS 16 lease logic, accrual and reconciliation concepts) to ensure reporting and audit readiness.
Standardization of reporting structures, templates, and KPI definitions across entities to increase transparency, comparability, and speed.

Peter H.

Product Owner / Senior Business Analyst

Last position:

Product Owner / Senior Business Analyst

Analysis of the possibility of transferring market location data to a separate microservice in an overarching web portal
Development of a more user-friendly target process based on the current process in coordination with users
Coordination of the related architecture concept with architects/developers
Coordination of the related epics and user stories with the relevant business departments
Backlog prioritization and project planning (including effort estimation)
Testing and acceptance of implemented user stories
Technologies/tools used: MS Office, Jira, Mural, Kotlin, React, GitHub, MS Azure, SQL, Postman, XML, JSON, Kafka, Balsamiq, BPMN

Kai V.

Process Manager in Operational Change Management

Last position:

Process Manager in Operational Change Management at Jungheinrich AG

Introduction of a central change process
Technical support for the operational implementation of changes (ITIL technical change management)
Co-design and technical implementation of digital processes

Peter P.