Microsoft Dynamics 365 Business Central Expert

Financial reporting as an MVP. Follow-up assignment.

• Reports on profit and loss, balance sheet and cash flow
• Budget and personnel metrics (FTE)
• Implementation as an MVP with a fixed scope

Agile Transformation: introducing agile principles and transforming traditional IT departments into Scrum and Kanban teams

IT Operating Model: redesigning the IT organization and introducing modern delivery structures and roles

Flight Levels: building up Flight Levels practices within IT to align strategy, coordination and operational execution

Leadership & Coaching: recruiting Agile Coaches and coaching Scrum Masters and IT leaders

ERP Operations: acting as Interim Product Owner for the existing ERP landscape and ensuring business continuity

ERP Transformation: reorganizing and supporting the ERP migration as a Project Manager; Phase 1 (financial accounting) live since October 2025

Operational Core (ERP): establishing dedicated teams for ERP Support, Feature Development, and ERP Migration

Modern Workplace: initiating the transition towards a Microsoft 365-based cloud workplace environment

Integration: establishing a dedicated team to drive integration and connectivity initiatives

Warehouse Operations: building a cross-functional team to support logistics and warehouse-related capabilities

Maintenance & Operations (M&O): introducing a dedicated team for system engineering, security, stable operations and continuous improvement

AI Initiatives: identifying and promoting practical Artificial Intelligence use cases across the IT department

As Interim Head of IT for a German medium-sized industrial distributor, I am responsible for 31 IT employees and lead the digital and organizational transformation, reporting directly to executive leadership. I took over an IT department with almost no basic structures – no clear roles, processes, documentation or ticket system – and with significant technical debt that tied up most of its capacity. Introduced agile principles and ways of working in the IT organization and transformed the traditionally structured IT department into cross-functional Scrum and Kanban teams focused on transparency, collaboration, and customer value delivery.

Redesigned the entire IT organization by establishing a modern operating model, introducing new roles such as Product Owner, Scrum Master and Solution Architect and strengthening the organization through strategic hiring and targeted capability development. Recruited and onboarded Agile Coaches to accelerate the transformation and personally managed and coached Scrum Masters as well as IT department leaders to foster servant leadership, self-management and a culture of continuous improvement.

Aligned IT-internal planning across eight teams to three Flight Levels based on Klaus Leopold (strategy, coordination, team), laying the foundation for later company-wide portfolio management. Consolidated the backlog of more than 10 workstreams and prioritized it by business value and cost of delay. Introduced a ticketing system to increase transparency and enable data-driven decision-making, flow-based work management, and greater accountability at all levels.

Established and supported multiple cross-functional teams, including the Operational Core (ERP) domain with dedicated streams for Support, Feature Development and ERP Migration, as well as teams responsible for Warehouse Operations, Maintenance & Operations (M&O) including system engineering and security, Modern Workplace, Data Quality and integration initiatives. Worked closely with Agile Coaches to support team development, remove impediments, and continuously improve delivery effectiveness.

Acted as Interim Product Owner for the operation and enhancement of the existing ERP landscape while supporting the ERP migration as a Project Manager. Reorganized the project organization and had the already negotiated contract with the implementation partner realigned with a focus on approach and overall responsibility; Phase 1 (financial accounting) has been live since October 2025. Collaborated with the selected implementation partner to design and establish the project organization and target operating model for the ERP transformation, introducing agile delivery structures and ways of working. Facilitated the alignment between business, IT and the external vendor and played a key role in negotiating the contractual framework and delivery model to ensure a sustainable foundation for the transformation program.

Initiated the strategic modernization of the workplace environment through the adoption of Microsoft 365 cloud capabilities, establishing the foundation for enhanced collaboration, scalability and future digital services.

Launched AI initiatives to identify practical business use cases and promote the responsible adoption of Artificial Intelligence across the IT department. Encouraged self-management and empowered teams to take ownership of decisions, delivery and continuous improvement.

• Advising on and selecting voice systems based on requirements, integration, data protection and cost
• Designing call guides, knowledge bases and handover to employees
• Test planning, call analysis and optimization of existing solutions

Carve-out and post-merger integration of two automotive engineering companies under Accursia Capital, 6 locations in Germany and Spain, 250+ employees after the carve-out. Reporting directly to the investor, with overall IT responsibility for both companies.

• Consolidation of the ERP landscape into one instance (replacement of SAP legacy)
• TISAX certification
• M365, identity and data center migration
• Replacement of end-of-life infrastructure
• Weekly investor reporting

Results:

• Critical infrastructure risk eliminated, backup and platform stabilized
• One IT organization established for both companies
• Weekly investor reporting successfully established

• SAP S/4HANA upgrade from Release 2021 to 2025 and FI/CO transformation as part of a new TOM. Four streams and two SAP service providers; management during ongoing operations.

• Overall responsibility for time, quality and budget as well as cross-stream coordination of the four streams

• Coordination of process streams, business functions and SAP service providers

• Establishment and management of governance, planning, risks, dependencies, resources and escalations

• Provider management, regular management reporting, and preparation and execution of project and Steering Committee meetings

• Responsibility as Test Manager for test strategy, test planning, UAT, defect management and acceptance

• Result: Successful preparation for Go-live on 28.09.2026 during ongoing operations; quality and the planned absence of production interruptions ensured. Project governance established and positive feedback from management and stakeholders.

Project: Introduction of statutory-compliant electronic invoicing (outbound, Germany) in SAP for an international technology group.

• Project management: Planning, steering and reporting of the E-Invoicing outbound rollout across all affected business areas, including budget and resource coordination.
• UAT: Structured user acceptance test with key users per business area, test cases per invoice scenario, and consolidated test results for decision making.
• Defect management: Handover and tracking of defects in Jira, including validation of the generated invoices against the statutory schemas.
• Cutover, go-live and hypercare: Readiness checks and cutover planning aligned with the statutory deadlines, coordination of go-live and stabilization during hypercare.
• Stakeholder management and reporting: Alignment with Finance, Tax, business departments and IT, preparation of status reports and decision papers, and consistent follow-up of open items.
• Change management and documentation: Communicated process changes to the business departments, enabled key users, and created process and compliance documentation to ensure traceability and audit readiness.

• 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

• Client — Podimo ApS (podcast & audiobook streaming): build the finance reporting layer on BigQuery + dbt + Airflow, including the core revenue-transaction fact tables used across finance reporting.
• API automation: design and build a BigQuery → Airflow → Microsoft Dynamics 365 Business Central REST-API pipeline to automate sales-invoice posting, with idempotency and master-data sync between systems.
• Delivery: sole engineer on the engagement — requirements, modelling, orchestration and stakeholder communication with the client finance team, end to end.

• Introduction of a new payment term including its description, as well as a new shipping condition
• Configuration of item category determination (Item Category Determination)
• Implementation of the minimum price calculation (Floor Price) in the pricing procedure
• Setup of the intercompany third-party transaction (direct delivery) and addition of the direct delivery indicator to the invoice
• Prevention of delivery splits (Delivery Split) in sales orders
• Masking of the expiration date and net weight fields
• Transfer of the sales group from the quotation to the sales order
• Analysis and resolution of a pop-up appearing when creating sales orders
• Analysis and resolution of order confirmations that were created and sent with €0.00 per item

Methodology: Agile project management

Goal: Digitization and implementation of CCD2 requirements within the Consumer Finance systems.

Analysis, identification, and assessment of business requirements, as well as their transfer into technical implementation requirements. Coordination and status reporting of the various requirements. Documentation and process management using UML and BMPN. Cross-functional stakeholder management, UAT testing, data management, API architecture management.

Tools: Jira, Confluence, Visual Code, Sql Developer, Enterprise Architect, MsOffice, Bruno, ALM, Camunda, Figma

Reporting line: Executive Management

Budget responsibility: 100 Mio. Euro

Responsibilities & scope:

• Interim management of AIP at the Papenburg site, a subsidiary of Meyer Werft, including management of operational workflows, priorities, and interfaces
• Restructuring and developing the procurement organization and stabilizing operational procurement processes
• Overall responsibility for managing key procurement packages for shipping companies – from tendering and bid evaluation through negotiations to contract awards
• Establishing transparent management, reporting, and escalation structures for contract awards, delivery dates, risks, and pending decisions
• Developing and using Power BI-based reports to manage contract awards, order status, delivery dates, risks, and pending decisions
• Service contracts and subcontractors: tendering, negotiation, and award; commercial management of service provider work; and supplier, change order, claim, and escalation management
• Coordinating and prioritizing employees and supporting resource planning, task allocation, and operational decision-making
• Central point of contact between Executive Management, Project Management, Engineering, Procurement, Logistics, commercial teams, and suppliers
• Supporting the change process through clear responsibilities, consistent workflows, and stronger cross-functional collaboration

Results and achievements to date (ongoing):

• Stabilized operational workflows and established clearly defined responsibilities within the organization
• Significantly improved visibility of contract award status, delivery dates, risks, escalations, and pending decisions
• Structured management of critical procurement packages and early action on schedule- and delivery-related risks
• Improved cost and contract transparency through systematic bid comparisons, negotiations, and reviews of service contracts, change orders, and external service provider work
• Shortened coordination and decision-making times through consistent reporting and escalation structures
• Improved cross-functional collaboration between Procurement, Project Management, Engineering, Logistics, and suppliers
• Established standardized procurement and management processes as a lasting foundation for an effective, scalable organization

• ERP and process consulting/implementation (Navision / Business Central)
• (Ongoing) accounting, controlling, turnaround and consolidation
• Support with the preparation of all types of financial statements
• Process optimization for a furniture store chain during the implementation of Navision
• Investments and acquisitions including due diligence and subsequent ERP integrations (centralization or decentralization)

• Led IT with 12 employees during a period of group integration, filling 3 new positions
• Analyzed IT maturity and created transparency around risks, resources and project status
• Structured and prioritized the project portfolio (group integration, ERP, NIS2, IT security)
• Engaged external service providers to close capacity gaps and initiated additional projects
• Supported the implementation of Business Central and represented IT on steering committees

• IT consulting
• Power Platform & Databricks
• AI software development (custom software)
• Commercial responsibility for the company