Industry 4.0 Experts

• Identified operational improvement opportunities together with production, engineering and management teams.
• Prioritized use cases according to measurable operational value rather than technology availability.
• Developed solutions around production performance, OEE, quality, traceability, reporting and process transparency.
• Translated operational requirements into required machine data, interfaces, information models and application requirements.
• Defined target architectures and integration approaches for heterogeneous brownfield production environments.
• Moved prioritized use cases from workshop and concept stages into concrete implementation projects.
• Coordinated manufacturing, OT, IT and technology stakeholders during implementation.
• Established reusable approaches to scale successful solutions beyond individual machines or pilot areas.

• In this role, I led a funded development and prototyping project with an external partner.
• I structured processes for schedule, budget and risk management.
• I coordinated meetings and reports with all parties involved.
• I systematically prepared the next project phases through to piloting and planned scaling.

• Project management for software projects in the brake control unit area with a focus on deadlines, costs, and quality.
• Planning, control, and reporting of project progress, risks, dependencies, and work packages.
• Planning and tracking of work packages using PTC Integrity.
• Organizing and moderating customer meetings as well as coordination with internal departments, external suppliers, and third parties.
• Creating and maintaining project documentation according to Automotive SPICE requirements as well as management reporting.

• Building strong awareness within the company around nearshoring
• Engagement Manager in the Nearshore Competence Center
• Responsible for nearshore consulting, partner screening and technical onboarding, designing and implementing cooperation scenarios, change management, stakeholder management, participation in steering committees, and collaboration with IT and business units
• Tools used: Microsoft Office 365, Microsoft Teams, Azure Devops, Microsoft Sharepoint, Conceptboard
• Key results: Establishment of a nearshoring strategy, successful identification and implementation of outsourcing partnerships, delivery of change management and stakeholder management at the highest level

• Industries: Energy, Telecommunications, Manufacturing
• Transformation & Change: Supported complex IT and digital transformation programs as Scrum Master, Agile Coach, Change Manager and RTE Consultant at Siemens Energy (global SAFe rollout), E.ON (sales technology platform), Schneider Electric (S/4HANA transformation DACH) and Vodafone (Operational Excellence)
• Agile Roles: Scrum Master, Agile Coach, Product Owner, Business Analyst, RTE Consultant in cross-functional and scaled teams (SAFe, Scrum, Spotify Model)
• Procurement Excellence: Strategic purchasing consulting with a focus on cost optimization, supplier management, digitalization and organizational development, including building supplier scorecard models, AI-supported procurement approaches and process automation in purchasing
• Managed functional leadership of interdisciplinary project teams of up to 12 people in national and international settings
• Successful launch of several global ARTs at Siemens Energy with improved coordination across sites
• Increased change acceptance and established communication structures in the S/4HANA program at Schneider Electric
• Introduced agile methods, OKR frameworks and KPI dashboards at E.ON, increasing velocity and transparency
• Reduced purchasing costs through strategic sourcing and supplier optimization
• Implemented process innovations in close cooperation with IT and business teams

• Responsibility for the further development of digital service products with a focus on customer value, profitability, and scalable growth
• Development and prioritization of the service product roadmap based on customer feedback, market analysis, financial evaluation, and technical feasibility
• Identification of new digital service opportunities as well as derivation of product requirements, feature priorities, and value propositions
• Alignment of product vision, roadmap, and user experience with product owners, center of competence, sales, service, and market organizations
• Support of go-to-market activities, market validations, and internal training for the successful launch of digital service offerings
• Use of data-based decision-making to assess customer needs, business model assumptions, and product progress

• Leading innovation strategy and the establishment of an AI-native Production System at DIGITALSINN, a content and experience production company.
• Responsibility for innovation direction, AI integration strategy, and production platform architecture
• Establishing a fully AI-driven Production System to transform content operations for brand and agency clients
• Building the strategic positioning of DIGITALSINN as a Production System partner within the DACH market
• Client advisory on AI-native operating models, content automation, and scalable production infrastructure

Project Manager Management, coordination and monitoring, as well as documentation and evaluation, of numerous multidisciplinary projects in the field of "production plants/plant engineering", in the gas and oil, chemical, and pharmaceutical industries QMB and Safety Officer Involved in the introduction of the quality management system and in the preparation and execution of the certification audit "energy, safety, and QM audit".

• Acquisition activities
• Reporting

• M&A advisory
• Strategic deal support
• Impact investments

• 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

• Took over and led the operational and IT workstreams to ensure operational readiness on Day 1

• Introduced SMO governance including status meetings and reporting

• Crisis management

• Managed the key ERP and non-ERP workstreams to secure data migration (SAP R3 to S4 Hana) and ensure operational readiness in logistics and production

• Identified actions to address weaknesses/deficits in the existing SMO/IMO structure to meet budget and closing deadline

• Developed and implemented a cut-over strategy including freeze and stock-taking

• Completed the carve-out activities by the closing date, including the separation of the production-specific departments Operations, Logistics, Supply Chain, Sales & Procurement, IT, transfer of all data and documents into the target structure of the acquiring company LDC, and integration of the IT infrastructure into the buyer's target structure

• Reduced the planned 7-day shutdown to 4 days

• Secured operational readiness on Day 1

• Handed over logistics inventory with inventory variance < 1 %

• Innovation/pilot project eHealth Germany
• SaaS company in the media sector, NRW
• Secure software development lifecycle, NRW
• BSI IT baseline protection assessments for multiple clinics

• Strategic consulting, technical consulting, interim management, and training
• Management consulting and development of application solutions through interdisciplinary solution approaches
• Employee and team development as well as innovation and communication management