IBM Cognos Experts

• Project management of a simplification project to reduce effort for an IT transformation project
• Stakeholder management and preparation of decision papers for top management
• Scoping and PI planning across multiple delivery streams
• Planning requirements for the transformation project
• Creating partner and customer journeys for structured end-to-end capture of requirements
• Designing suitable tracking methods for project progress
• Coordination with IT service providers and transformation project committees

I am an experienced data engineer specializing in end‑to‑end data integration, cloud DWH architectures, and high‑quality, governed data products.

I delivered following projects and engagements as a freelancer.

• Data Migration of CRM System for AL-FA Objekt Service Gmbh
• Microsoft Software Resales Partnership

I am looking for freelance roles like: Freelance Data Engineer Cloud Data Warehouse Architect Data Modeling & Architecture Consultant MDM & Data Governance Specialist BI & Analytics Developer

Technical Focus Areas

• Data Engineering & Integration: SQL Server/SSIS, Informatica PowerCenter/IDQ, Talend, Kafka, Azure Data Factory – Delta/CDC/ELT patterns, robust pipelines, monitoring/recovery, data lineage & impact analysis, medallion architecture Bronze/Silver/Gold layers
• DWH & Cloud: Azure SQL / Data Lake / Synapse, AWS Redshift/S3, on‑prem SQL/Oracle – scalable data marts with a strong cost/benefit focus.
• Data Modeling: Atomic (Inmon) and Dimensional (Kimball), Data Vault (Linstedt), Domain‑Driven Design, clear lineage & contracts.
• MDM & Governance: Informatica MDM, IBM MDM, stewardship processes, data quality rules, survivorship/XREF, catalog/glossary, SIF/BES/REST publication.
• Analytics/BI: Power BI, SSAS, Cognos – business‑ready, maintainable data products.

Scope: Embedded as FP&A Data & AI Architect within the Finance function of a major European refrigeration manufacturer, leading the transformation of manual, fragmented financial reporting into an automated, governance-driven intelligence platform. Driving the shift from Excel-based controlling to structured data architecture, Power BI analytics, and AI-assisted financial operations.

Financial Data Integrity & ERP Governance

• Initiated and led GL vs. subledger reconciliation investigations, identifying and resolving structural mismatches between General Ledger and subledger data that had gone undetected prior to engagement
• Conducted asset analysis to identify items missing from General Ledger postings, surfacing gaps in fixed asset tracking and period-end completeness
• Validated SAP reports, establishing baseline data quality standards for Finance team consumption
• Established systematic SAP data validation framework ensuring ongoing integrity between ERP postings and downstream reporting outputs

Finance Reporting Transformation

• Designed and implemented a structured Transformation Project approach for converting manual Finance reports into fully automated processes
• Created and owns the Data Reporting Audit Log; a centralized tracking system capturing report owners, stakeholders, data sources, manual effort estimates, and automation opportunity scores across the Finance function
• Mapped the full reporting landscape identifying quick-win automation targets and strategic Power BI migration candidates
• Actively reducing manual Excel and PowerPoint dependency across FP&A workflows; replacing point-in-time snapshots with live, governed data models

Power BI & Analytics Enablement

• Introduced and presented Power BI as the strategic reporting platform to Finance leadership, building internal buy-in for the BI transformation roadmap
• Designed initial Power BI architecture aligned with SAP, Salesforce and Oracle data structures and FP&A reporting requirements
• Established report ownership, governance documentation, and data lineage standards enabling sustainable self-service analytics across the Finance team

Transformation Infrastructure & Collaboration

• Configured and deployed Jira as the transformation project management hub, establishing structured sprint workflows, backlog management, and progress visibility for Finance IT initiatives
• Proposed and initiated a dedicated FP&A Communication & Transformation Hub, a structured cross-functional forum aligning Finance, IT, and business stakeholders around the reporting transformation roadmap
• Positioned the Finance function as an active driver of data governance and digital transformation within the broader organization

Outcomes

• GL/subledger reconciliation gaps identified and investigation framework established within first two weeks of engagement
• Data Reporting Audit Log deployed; first structured inventory of Finance reporting landscape in company history
• Power BI transformation roadmap presented and approved by Finance leadership
• Jira-based project governance live; Finance transformation now tracked with full sprint visibility

Technologies: SAP FI/CO · Power BI · DAX · SQL · Excel (advanced) · Power Query (M) · Power Automate · VBA · Jira · Microsoft 365 · SharePoint · Salesforce (Sales Data) · Oracle HCM · Python

Unified ITSM framework

• Definition of a company-wide ITSM target picture
• Introduction of a uniform service structure across all business units

SLA and OLA management

• Building a standardized SLA framework
• Definition of service classes (Business Critical, Standard, Low Priority)
• Introduction of OLAs between internal teams
• Building meaningful SLA reporting
• Definition of KPI and service dashboards for business units

Service portfolio management

• Definition of service descriptions
• If needed, preparing possible cost and service billing

Ticketing & processes

• Incident management
• Uniform ticket categories
• Standardized prioritization
• Escalation matrix
• Automations
• Self-service optimization

Request fulfillment

• Service catalog across all business units
• Approval workflows

Problem management

• Introduction of root cause analysis
• Known error database
• Problem review process

Complete asset management concept

• Hardware lifecycle management
• Software lifecycle management
• Leasing lifecycle
• Mobile device lifecycle
• Monitor lifecycle
• Phone lifecycle

Processes

• Procurement
• Goods receipt
• Inventory
• Assignment
• Return
• Disposal
• Leasing return Goal: single source of truth for all assets

CMDB design

• Definition of all configuration items:
• Workplace
• Notebooks
• Monitors
• Mobile phones
• Printers

Infrastructure

• Servers
• Firewalls
• Switches
• WLAN
• Storage
• Backup systems

Cloud

• Azure resources
• Microsoft 365
• SaaS services

Relationships

• User ↔ Asset
• Asset ↔ Service
• Service ↔ Infrastructure
• Location ↔ Asset
• Goal: make all service dependencies visible

Software asset & license management

• License management concept
• License balancing
• Compliance reporting
• Microsoft license management
• Adobe license management
• SaaS management
• Contract management
• Renewal management

Interfaces & automation Existing systems

• Workday
• Joiner
• Mover
• Leaver

TESMA

• Leasing data
• Contract data

Matrix42

• Asset synchronization
• User synchronization

Active Directory / Entra ID

• User management

Microsoft 365

• License assignment
• Group management

Dormakaba

• Access processes

• Lifecycle services

Monitoring platforms

• PRTG
• Palo Alto
• Cisco

Reporting & KPI framework

• Definition of a management dashboard
• KPIs
• Ticket volume
• SLA fulfillment
• MTTR
• First resolution rate
• Asset accuracy
• License compliance
• Change success rate
• Service availability
• Degree of automation

Network redesign support

• Governance
• Support of the network redesign from an ITSM point of view
• Definition of affected services
• Change management structure
• Communication concept

CMDB integration

• Recording of all network components
• Service mapping
• Dependency analysis

Validation of documentation and knowledge base articles

• Network documentation
• Operations documentation
• Standard changes

Monitoring & event management

• Target picture
• Central monitoring concept
• Event management process
• Alerting strategy
• Escalation model

Systems

• Cisco

• Palo Alto

• Fortinet

• Rubrik

• Veeam

• Matrix42

• Azure

• Microsoft 365 Automation

• Ticket creation from monitoring

• Escalations

• Standard actions

Audit, compliance & information security

• ISO 27001 consulting
• TISAX consulting
• NIS2 preparation - consulting
• Audit-ready processes
• Documentation structure
• Evidence tracking in Matrix42

Roadmap

• 12-month roadmap
• Prioritization of all measures
• Quick wins
• Medium-term projects
• Long-term target picture
• Documentation

• Process Owner SAP ERP 8 FI, CO & Investor Relations
• Process Owner SAP Success Factors
• Responsible for 4 teams, 39 FTE
• Full responsibility for end-to-end processes in SAP for Finance, Controlling, HR, Investor Relations
• Interface to certified public accountants for Finance IT (KPMG)
• ITIL-4 implementation for service request change request and project management with Service Now (Project Manager)

• Replacement and renewal of the existing client PCs with an upgrade to Windows 11 and mobile workstations with laptops and docking stations
• Introduction of Office365 with OneDrive use
• Introduction of e-invoicing with DATEV accounting software
• Revision of the standard office applications in daily use
• File storage in SharePoint instead of local data storage
• New authorization structure for users
• Use of Microsoft accounts to synchronize profiles
• Reorganization of the document scanning process with storage in SharePoint
• New backup concept in addition to the Microsoft cloud solution
• Introduction of new data structures: review and separation of data into active, inactive, private, business
• Simplification of processes
• Increased data security and improved security
• Permanent data availability at all internal and external workplaces

• Developed data-driven performance strategies and managed cross-functional agency teams.
• Led KPI forecasting, budgeting, and implemented scalable creative solutions.
• Linked creative insights with analytics to increase marketing efficiency.
• Developed inspiring campaigns based on brand strategy and data-driven insights.
• Performed budget planning, forecasting, and full KPI accountability.
• Led and executed an agency pitch for performance marketing.

• Accounting, controlling and reporting, taxes, risk management, treasury, credit management, legal affairs, internal control/SOX, HR, IT, cooperation with auditors, tax consultants and government authorities
• Logistics, production and HACCP, occupational safety and veterinary and hygiene regulations (food manufacturing)
• Due diligence, M&A, corporate split-offs, crisis management, project management

Selected interim projects:

• Twistcafe (fast-food restaurants) – Interim CFO (global): solved issues with accounting and tax documents for the year-end close of the German and Austrian subsidiaries; standardized the intercompany billing of raw material and cash transfers (CZ, SK, DE, AT, PL); automated the recharging of promotions and cashless payments; improved cost center accounting (200+ cost centers)
• VIB Vermögen AG (Branicks Group, real estate) – Interim Head of Accounting (DE): completed HGB year-end financial statements for 19 companies without complications; IFRS group financial statements without issues; automated consolidation tasks (debt consolidation, expense and revenue consolidation); automated reporting processes
• NTT (telecommunications) – Interim Senior Controller (DE): simplified, standardized and automated monthly closing activities (provisions for customer and supplier rebates, order backlogs, accrued revenues, monthly gross profit adjustments), including SOX compliance evidence; balance sheet reconciliation; improved loyalty reporting
• Lilium (aerospace) – Interim Senior Accountant (DE): tax line corrections; asset migration from Datev to Infor LN for two companies, including data quality improvements; automated processing of interim asset investments and asset additions; led successful SOX audit for fixed assets leading up to the US IPO
• Brose (automotive) – Interim Head of Controlling (CZ): successful Forecast III; simplified and automated calculations and reporting (hourly rates, temporary workers, monthly reports, scrap and external rework, direct personnel costs); platform change for the monthly board meeting
• LUST Hybrid-Technik (Pankl-SHW Industries, manufacturing) – Interim Finance Controller (DE): monthly and annual financial statements (including inventory valuation, cost accounting), plan vs. actual comparisons, variance analysis, ad hoc reports, forecast preparation, automation
• Gebr. Bode (Schaltbau Group, manufacturing) – Interim Head of Accounting (DE): year-end financial statements without complications; simplified and automated liquidity planning; automated open items report, standardized intercompany reconciliations; implemented and automated the fixed assets report
• Hyva Georg Hydraulik (manufacturing) – Interim Senior Accountant/Finance Manager (DE): simplified and automated VAT returns, Intrastat and other statistical reports; automated fixed assets report; implemented and automated the cost center report/forecast and temporary labor reserves; master data correction
• Beiersdorf (FMCG) – Interim Finance Manager (DE/SK): oversaw transfer of the local finance department in Slovakia to the SSC Hamburg
• Trèves (automotive) – Interim Plant Controller/Head of Finance & Controlling (CZ): identified weaknesses; implemented controlling processes for the procurement process (PR/PO/GR), payroll, energy costs, ICO accounting, cost center reporting
• Hella Slovakia Signal-Lighting (automotive) – Interim Head of Controlling (SK): 10% reduction in receivables open items; automated reporting (capex, cost center, maintenance costs); standardized and automated inventory and receivables write-offs
• Tunap Cosmetics (FMCG) – Interim Finance Manager (DE): reduced DSO by 21 days within four months; balance sheet cleanup (fixed assets, provisions, prepaid expenses); reduced unprocessed invoices in the workflow by EUR 1.2 million during year-end; automated write-offs, controls and reporting
• Hanon Systems Autopal (automotive) – Interim Finance Controller (CZ): identified weaknesses; automated cost center reporting and purchase orders; automated inventory and receivables write-offs
• Drägerwerk (manufacturing) – Interim Finance Controller (CZ): FI/CO management, process audit, investment incentives, accounting accuracy, SAP settings (FI/CO, MM)
• Maxim Chicken (FMCG) – Interim Head of Finance and Controlling (CZ): introduced new gastronomy products leading to increased sales; implemented cash flow forecasting; reduced variable and fixed costs (raw materials, property leasing); successfully passed veterinary audit
• Trelleborg Automotive Czech Republic (automotive) – Interim Plant Controller/Head of Finance (CZ); Carbody Czech Republic (automotive) – Interim Plant Controller/Head of Finance (CZ): corrected accounting; corporate split-off with SAP separation; implemented cash flow forecasting; factoring
• Kantar Media (WPP Group, media) – Interim Finance Manager (CZ): automated US GAAP reporting; reduced fixed costs (supplier contracts, personnel expenses); implemented standard processes; successful SOX audit; production relocation

Development of AI-based and classical models for analyzing medical and patient data, including medication analyses, diagnosis analyses, forecasts, procedure analyses, dosage analyses, comorbidity analyses, prescription analyses, patient potential analyses, and referral profile analyses. Analyses in the area of Real World Evidence.

• Gathering customer requirements
• Planning the subproject
• Designing and defining KPIs
• Designing and developing models and visualizations of the results using customer dashboards
• Developing and implementing DWH adjustments
• Deriving recommendations for action

Methods, technologies: Simulation, Artificial Intelligence, Python, R, SQL, Microsoft Power BI, Amazon Web Services, Elasticsearch, PostgreSQL, Databricks, Multivariate Statistics

• DWH modernization
• Migration from Informatica PowerCenter to IDMC/CDI
• Migration from IBM DB2 to Databricks

Technologies: Informatica IDMC, Databricks

DWH for customer and financial data

• Extension of the DWH with new data sources
• Report development
• Data quality management

Methodology: Scrum

Tools: Atlassian Confluence & Jira

Databases: Microsoft SQL Server

Programming languages: SQL, T-SQL

ETL: Microsoft SQL Server Integration Services (SSIS)

Frontend platform: PowerBI, Microsoft Reporting Services

Founded in 1968, MLD today employs over 350 people at various locations in and around Düsseldorf. The academic team, made up of 17 specialists, colleagues from biology, chemistry, pharmacy, drinking water hygiene, and medical training assistants, supports more than 1,500 office-based doctors and more than 30 hospitals with more than 5,000 beds in the Düsseldorf, Cologne and Lower Rhine regions as a reliable partner in laboratory medicine. It is a subsidiary of the Sonic Healthcare Group based in Sydney, Australia. Group: 37,000 employees, direct reporting line: Managing Director

Responsibilities:

• Disciplinary and technical management responsibility for 16 employees, sub-ledgers, general ledger, controlling, IT, purchasing, HR
• monthly reporting according to IFRS, consolidation of several domestic subsidiaries
• preparation of monthly, quarterly and annual financial statements of the companies according to IFRS and annual financial statements according to HGB of several companies, as well as preparation and support of the annual audits
• budgeting, forecasting
• accounting-related execution of incorporations, liquidations and transformations of the companies
• main contact person for auditors, tax advisors and tax authorities.

• Set up an operational contract information system. This is mainly used as an order management system - for migrating existing contracts as well as for creating and providing new contract bundles.

• Sales agents can use it to order new services, modify existing ones and migrate service types, as well as provide price information to the customer.

• This supports the marketing of new services as well as the replacement of old services for existing customers.

• In addition, existing data is imported, processed (ETL) and provided via services for further use in the portal front end.

• Analysis of the business and technical use cases (workflows, involved processes/systems, communication paths, security requirements)

• Further development / creation of the front-end components (React/JavaScript)

• Design and implementation of the business logic

• Creation of the functional and technical component documentation

• Test execution / test automation (Cypress, test coverage)

• Team size: 8 people

• Technologies: React, JavaScript, Rest (JSon), Yaml, Markdown, MariaDB (SQL), Docker, Swagger, Cypress

• Tools: Webstorm, ReactDeveloperTools, VisualStudioCode, Word, DBeaver, Git/GitLab

• Work management: GitLab

• Platform: Linux

• Build management: GitLab

• Implemented the BI solution and replaced the old BI landscape
• Led the “Sales Bonus Plan” subproject: expanded the existing solution and migrated to Azure (Databricks)
• Led the “Cognos Migration” subproject: expanded existing data warehouses based on MS technologies (source systems: Oracle), analyzed business requirements and designed the technical solution
• Expanded the relational DWH database
• Developed ETL processes using SSIS
• Developed the multidimensional database (OLAP Cubes/SSAS)