HubSpot Experts in Germany

The client operates a SaaS platform for managing rail and intermodal transport (Rail-Flow Transport Management Platform).

For two of its customers, it was looking for a 3-month project management replacement. Both customers offer rail and intermodal transport services. Implementation progress differs: one customer is already live and wanted its Phase 2 enhancements implemented; the other customer is implementing its MVP and entering an intensive testing phase.

As part of the assignment, project management was taken over, including management of the internal development team (offshore Turkey).

• Took over complete project management for 2 customer projects, including the roles of Product Owner and Co-Scrum Master
• Managed agile implementation teams consisting of business analysts, implementation consultants, developers (offshore) and QA staff
• Ensured compliance with and further development of project governance
• Planning and rollout management: creation and maintenance of project and rollout plans as well as coordination of role assignments with the client’s management
• Requirements and change management: management of contractual requirements, bugs and changes
• Customer and project communication: organization and moderation of status meetings and steering committees
• Identification of project risks, initiation of countermeasures and escalation
• Ensured correct and timely invoicing for project services together with Finance

Methods: Scheduling (forward- and backward-based), including milestone planning, structured interviews, multi-project management (in English)

Tools / Technologies: Jira, Confluence / Atlas, Claude (Skills, Artifacts), MS Outlook

• Fundamentals of electronics measurement, electropneumatic circuits & protective measures according to DIN-VDE
• Installation, wiring and commissioning of PLC-controlled Systems

• Create a tracking concept for Google Tag Manager and Google Analytics, including the data layer, events, triggers, and reporting
• Manage the project team (developers, designers, performance)
• Communication interface between stakeholders and digital specialist departments

• 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

• Set up backend assistants, prompt engineering, customer communication, growth strategy

• Successful implementation of AI shopping assistants e.g. Thalgo.de

• 1:1 sales coaching and strategic sparring on the development of the B2B sales strategy and commercial setup for the planned HR services venture
• Development of initial sales foundations, including target customer segmentation, value proposition, sales process, pricing approach and objection handling
• Support in translating the business concept into a scalable sales structure and preparing for future operational implementation

Full management of the recruiting ramp-up in the Semiconductor (semiconductor manufacturing) area, with end-to-end management of all recruiting activities. Operational and strategic recruiting & talent acquisition in the areas of Engineering, Back-Office & Manufacturing in the cleanroom. Filling key positions during a critical ramp-up phase. Recruiting technical professionals and specialists. Close coordination with hiring managers and HR business partners. Optimization of existing processes. Conducting and evaluating interviews together with the specialist department. Salary and contract negotiations.

• Managed the entire recruiting ramp-up in the Semiconductor area (end-to-end)
• Focus: Engineering and high-volume recruiting in production (semiconductors)
• Recruiting technical professionals for Engineering, Back-Office & Manufacturing in the cleanroom
• Stakeholder alignment with hiring managers and HR business partners
• Building new and optimizing existing processes

Tools: SAP SuccessFactors, MS-Office, MS-Teams

Asset of GPP (Private Equity)

• B2B, Provider of cooled packaging solutions for the pharmaceutical industry
• €20m in revenue, 50 employees, 2 locations

Responsibilities:

• Responsibility for all commercial and financial activities
• Establishment of a finance and reporting structure
• Carve-Out / Post-closing transition management

Achievements:

• Preparation of investor reporting package (sales, financials, cash) using Power BI
• Development of a sales funnel
• Business process redesigns and implementation of regular business reviews

• Overall responsibility for platform transformation across ERP, CRM, PIM and AI-supported process automation
• ERP transformation: Introduction and migration to Microsoft Dynamics 365 Business Central
• CRM & Growth Stack: Implementation of HubSpot as the central CRM and platform for lead and marketing automation
• Product data & Commerce Enablement: Introduction of an ePIM to scale Category Management and digital Commerce processes
• AI-supported process automation: Design and introduction of agent-based AI workflows to automate processes in Business Services, Accounting, Tender Management and Marketing
• Building a scalable platform organization consisting of Product Development, DevOps, UX, Cloud Engineering and Corporate IT
• Introduction of modern product and portfolio governance (e.g. OKRs, portfolio boards, value-based roadmaps) to manage technology-driven initiatives
• Harmonization of heterogeneous system landscapes and transformation into a modular, scalable platform architecture (ERP, CRM, PIM, integrated customer journeys)
• Coaching and development of Product Owners, Tech Leads, Delivery Managers and UX teams in building a scalable product organization

Service & Release Management:

• Initially solely responsible for operational customer service and release management for three months until the team was scaled up
• End-to-end release communication: coordination with development and hosting, client-specific release notes, distribution management, dispatch and follow-up of feedback
• Participation in release acceptance through hands-on testing; close alignment with release planning
• SLA-driven case handling in ServiceNow; ticket processing times tracked as a KPI for improving service speed
• Central interface between federal authorities, specialist departments and development; escalation management, internal dailies and monthly client reviews

Process Development:

• As-is/to-be process analysis and visualisation (draw.io, BPMN), incl. interfaces to adjacent departments
• Service-oriented process handbook with clearly defined roles and responsibilities
• Walkthrough and optimisation of service processes in the ITSM framework together with IT
• Incident workflows between ITSM tools and Jira; Jira project configuration and shared dashboards
• Improvement management: quick clarification with development or structured submission with tracking in Jira

Enablement & Knowledge Management:

• Handbook for GSB 11 customer management incl. ServiceNow handling, work instructions and client templates
• Self-service documentation, step-by-step guides and client-specific service records in Confluence
• Supporting client authorities through the transition from rollout to live operations
• Onboarding a colleague from the GSB 7 team: knowledge transfer between teams, shared best practices and short-term reinforcement of the GSB 11 team
• Establishing post-rollout interviews to evaluate the transfer of responsibilities between departments
• Evaluation of internal AI agents for incident communication and guide creation

Worked across several departments with a focus on AI implementation, change, strategic projects, and leadership development.

• Implemented AI initiatives and change management projects.
• Supported strategic analyses and prepared decision-making materials for top management.
• Prepared and facilitated leadership meetings and offsites.
• Developed controlling solutions with Excel for structured management and analysis.

• Project manager for the analysis, implementation, and optimization of digital processes
• Concept, management, and optimization of comprehensive marketing campaigns for lead generation via Paid Social (incl. Meta Ads, TikTok Ads)
• Concept and implementation of content production and marketing activities
• Project management in omnichannel marketing and process automation
• Implementation of digital tools to improve customer acquisition and support
• Internal stakeholder management and coordination of external service providers

• Management and coordination of the sales team (3 people)
• Establishment of (digital) processes, KPIs, and controlling in sales
• Negotiation of terms and planning of marketing collaborations with key accounts
• Preparation of forecasts and implementation of a CRM system

• Built and managed the Retail Media sales team
• Built the Retail Media product portfolio Onsite / Offsite
• Set up contract documents, accounting processes, sales materials and trainings
• Built strong customer relationships to generate revenue (Key Accounts Industry / Agencies)
• Finalized the future product portfolio for marketing
• Developed and derived a product business case to manage communication and sales in 2025 / 2026
• Implemented a reorganization in the E-Commerce and Sales division