IBM Cognos Experts

I continuously expand my expertise in AI and automation. I work with ChatGPT, OpenAI, Manus, Gemini, MS CoPilot, APIs, LangChain, Hugging Face, Manus, TensorFlow, and Auto-GPT, as well as Python-based ML frameworks and MLOps tools, to intelligently transform traditional software development, analysis, and testing processes.

• QA Lead for end-to-end quality assurance of the Sparkasse & Sparkasse Business banking apps (iOS/Android); design and implementation of the Test Strategy including functional testing, regression testing, and UAT for eID, Push Notifications, and white-label components
• Creation and maintenance of test concepts and test plans in TestRail; structured Defect Management and error analysis; stakeholder management and risk management for the early identification of critical quality risks
• Accessibility Testing according to WCAG 2.1 (iOS/Android); coordination of AI-supported test automation and optimization of test processes to shorten release cycles
• Release Management: planning, management, and coordination of all test activities; status reporting to management and stakeholders; quality assessment of releases and release recommendations in an Agile/Scrum environment
• Challenge: Highly complex build and release process across several Sparkasse institutions; close coordination with the DevOps team to stabilize the CI/CD pipeline and ensure reproducible test builds before every release.

Tools: Jira, Confluence, TestRail, Android Studio, Xcode, Firebase, Jenkins, GA4

• Success: Successful launch of the eID authentication process - quality assurance ensured for 50+ Sparkasse institutions

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

• 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.

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

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

• 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 matters, internal control/SOX, HR, IT, cooperation with auditors, tax advisors and public authorities
• Logistics, production and HACCP, occupational safety and veterinary and hygiene regulations (food production)
• Due Diligence, M&A, company demergers, crisis management, project management

Selected interim projects:

• Twistcafe (Fastfood restaurants) – Interim CFO (worldwide): Resolution of problems with accounting and tax documents for the annual financial statements of the German and Austrian subsidiaries; standardization of accounting for intercompany transfers of raw materials and cash (CZ, SK, DE, AT, PL); automation of recharging discount campaigns and cashless payments; improvements to cost center accounting (200+ CCs)
• VIB Vermögen AG (Branicks Group, Real Estate) – Interim Head of Accounting (DE): HGB annual financial statements for 19 companies without complications; IFRS consolidated financial statements without complications; automation of consolidation measures (debt consolidation, expense and income consolidation); automation of reporting
• NTT (Telecommunications) – Interim Senior Controller (DE): Simplification, standardization and automation of month-end closing activities (accruals for customer and supplier rebates, order backlogs, accrued revenues, monthly GP adjustments), including SOX compliance documentation; balance sheet reconciliation; improvement of loyalty reporting
• Lilium (Aerospace) – Interim Senior Accountant (DE): Tax line corrections; asset migration from Datev to Infor LN for two companies, including improvement of data quality; automation of the processing of interim asset investments and asset additions; successful SOX closing audit for fixed assets leading to the US stock market listing
• Brose (Automotive) – Interim Head of Controlling (CZ): Successful Forecast III; simplification and automation of calculations and reporting (hourly rates, temporary workers, monthly reports, scrap and external rework, direct personnel costs); platform change for the monthly management board meeting
• LUST Hybrid-Technik (Pankl-SHW Industries, Manufacturing) – Interim Finance Controller (DE): Monthly and annual financial statements (including inventory valuation, cost and performance accounting), budget-to-actual comparisons, variance analyses, ad hoc evaluations, forecast preparation, automation
• Gebr. Bode (Schaltbau Group, Manufacturing) – Interim Head of Accounting (DE): Annual financial statements without complications; simplification and automation of liquidity planning; automation of the open items report, standardization of intercompany reconciliations; introduction and automation of the fixed assets report
• Hyva Georg Hydraulik (Manufacturing) – Interim Senior Accountant/Finance Manager (DE): Simplification and automation of VAT returns, Intrastat and other statistical reports; automation of the fixed assets report; introduction and automation of CC report/forecast and temporary worker accruals; master data correction
• Beiersdorf (FMCG) – Interim Finance Manager (DE/SK): Transfer from the local finance department in Slovakia to the SSC Hamburg
• Trèves (Automotive) – Interim Plant Controller/Head of Finance & Controlling (CZ): Identification of weaknesses; implementation of controlling processes for the purchasing process (PR/PO/GR), payroll, energy costs, ICO accounting, CC reporting
• Hella Slovakia Signal-Lighting (Automotive) – Interim Head of Controlling (SK): 10% reduction of receivables open items; automation of reporting (Capex, Cost Center, Maintenance Costs); standardization and automation of inventory and receivables impairment
• Tunap Cosmetics (FMCG) – Interim Finance Manager (DE): Reduction of DSO by 21 days in four months; balance sheet cleanup (fixed assets, provisions, prepaid expenses); reduction of unprocessed invoices in the workflow by 1.2 million EUR during the annual closing; automation of impairments, controls and reporting
• Hanon Systems Autopal (Automotive) – Interim Finance Controller (CZ): Identification of weaknesses; automation of CC report and orders; automation of inventory and receivables impairment
• 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): Introduction of new products for gastronomy with increased sales; introduction of cash flow forecasting; reduction of variable and fixed costs (raw materials, real estate leasing); successful veterinary inspection
• Trelleborg Automotive Czech Republic (Automotive) – Interim Plant Controller/Head of Finance (CZ); Carbody Czech Republic (Automotive) – Interim Plant Controller/Head of Finance (CZ): Accounting correction; company demerger with SAP split; introduction of cash flow forecasting; factoring
• Kantar Media (WPP Group, Media) – Interim Finance Manager (CZ): Automation of the US GAAP report; reduction of fixed costs (supplier contracts, personnel costs); implementation of standard processes; successful SOX audit; relocation of production

• 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

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

• Migration of existing data jobs from Cognos Data Manager to Tibco/IBI Datamigrator
• Migration data jobs parametrisation for dynamic runs
• Optimisation and cutting-back
• Regression tests
• Knowledge transfer and documentation

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