Microsoft Dynamics NAV Expert in Germany

• 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 – implementing Flight Levels 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 – supporting the migration from Microsoft Dynamics NAV to Microsoft Dynamics 365 Business Central as a Project Manager

• 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

• ConnectHub – 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 focused on stable operations and continuous improvement

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

• As Interim Chief Digital Officer (CDO) for a leading industrial supplier with a strong e-commerce focus (often described as 'the Amazon for industrial goods') responsible for leading the digital and organizational transformation while reporting directly to executive leadership.

• Introduced agile principles and ways of working across the 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.

• Implemented Flight Levels practices based on Klaus Leopold to align strategic objectives, cross-functional coordination and operational execution across the organization.

• 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), Modern Workspace and ConnectHub.

• Acted as Interim Product Owner for the operation and enhancement of the existing ERP landscape while supporting the migration from Microsoft Dynamics NAV to Microsoft Dynamics 365 Business Central as a Project Manager.

• 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.

Project language: German

• Industry: Insurance, Trade, IT
• Customers & Projects: Consulting and selling insurance and similar services
• Main tasks: Insurance consulting (health insurance, retirement planning, wealth building); commercial services, inside and field sales; sales data analysis and forecasting; customer consulting and support; opening a new sales headquarters for private and business customers; business development & innovation management; business use case development; process optimization; stakeholder management; team leadership and training; preparation and delivery of trainings;
• Technologies used: Microsoft Office 365, Microsoft Teams, Jira, Draw.IO, Camunda 8, Java (8, 17,21,25), Git, Spring Boot, Spring Batch, Spring Data REST, Spring Web, Spring Security, J-Unit, Playwright, Lombock, Vaadin, H2, PostgreSQL (16, 17 18), pgAdmin, Docker, LLMs, JasperSoft Studio, JasperReports

• Development of a digital audit application for inspections in medical facilities. The goal is to connect on-site data collection, voice recording, documentation and downstream processes in one end-to-end, AI-supported workflow.

• Design and development of a Flutter audit app with Claude Code for the structured execution and documentation of inspections.

• Processing of voice recordings captured in the app through automatic transcription and AI-supported creation of structured inspection reports, followed by an approval process

• Connecting various data sources such as email, Odoo 19, attendance records and Google Drive via n8n to automate billing and follow-up processes

• Automatic provision of required documents and email delivery through n8n-controlled workflows, including the use of LLMs for text creation

• Skills: Flutter, Claude Code, LLM Integration, n8n, Odoo 19, Google Drive, Process Automation

• Led a 16-person finance and accounting organization during a restructuring phase; strengthened closing discipline, financial control, cash transparency and accountability.
• Supported cost programs with approximately €2 Mio. in annual savings; established regular KPI reviews for P&L, working capital, POC and cash topics.
• Responsible for monthly, quarterly and annual closing under HGB/IFRS, management/group reporting, audit, tax and GoBD compliance.
• Finance automation with clear business benefits: 13-week liquidity planning, cash flow reporting, P&L versus plan, variance analysis and bank reconciliation; reduced manual work by 40–60 %.
• Improved accounts payable processes through OCR-supported invoice processing and three-way matching with exception handling.
• Sparring partner to management on restructuring, liquidity, working capital, risks and process simplification.

Situation:

• Decline in sales
• Need for support in identifying and developing new sales markets

TASK:

• Expansion of the B2B network and development of new strategic partnerships to access additional sales opportunities and new markets.

MEASURES:

• Identification and approach of potential B2B customers and partners
• Expansion of existing contacts in the market environment
• Development of new strategic partnerships
• Customer and market discussions mainly in the field
• Support in developing new sales opportunities

RESULTS:

• B2B network specifically expanded
• New strategic partnerships initiated
• Additional market and sales potential made visible
• Stronger customer presence through personal market development

The online service "Special Use of Streets and No-Parking Zone" was in a partially completed state. The following tasks had to be carried out to reach final completion:

• Preparation of an expert report on the status of the online service, and recommendations for action
• Ensuring that all LEIKAS to be used are available (service catalog / service descriptions of the authorities)
• Creating and aligning concepts for complex IT projects (business/IT concepts, architecture, interfaces, roadmaps)
• Requirements management
• Multi-project management with 3 stakeholders (Police, Dataport, development company)
• Determining resource needs
• Coordination to identify technical requirements through the IT architects
• Creating use cases and test cases
• Creating action items
• Managing external IT service providers
• Coordination and management of all activities
• Conflict resolution / business mediation
• User Acceptance Test (UAT) and acceptance by Hamburg Police (Traffic Directorate, Policy Department, Central Road Traffic Authority)

Technical environment: .NET, EfA minimum requirements, Leikas, Administrative Procedure Act (VwVfG), HWG (Hamburg Roads Act), Atlassian Jira, Confluence, MS Office

• 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.

• Project management in the area of "Campaign, Offer and Performance Management Classic" for PAYBACK partners from the retail, FMCG and financial services sectors
• Campaign planning, development and implementation of offer-specific concepts and measures for the channels newsletter, digital advertising (web and app), stand-alone mailings and the print mailing "PAYBACK points overview"
• Coordination with PAYBACK program partners (including American Express, Netto, EDEKA, Marktkauf & Trinkgut), PAYBACK specialist departments and agencies
• Documentation of tasks and processes as well as onboarding of the future role holder

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

As PMO for the key topics of the IT Planning Council for Saxony-Anhalt, I am responsible for monitoring the four funded projects in Saxony-Anhalt with regard to compliance with the funding guidelines, state budget regulations, project standards, scope, and achievement of goals.

• Central PMO for four digitalization and funding projects within the digital strategy of the state of Saxony-Anhalt
• Overall coordination and steering of the projects in cooperation with the ministry, FITKO, and project leads
• Planning, structuring, and tracking of project milestones, dates, and work packages
• Creation and maintenance of project, status, and final documentation
• Establishment and execution of cross-project reporting to ensure transparency and traceability
• Execution of budget and cost controlling as well as support in the financial steering of the projects
• Setup and ongoing maintenance of cross-project risk management including assessment, action planning, and escalation
• Coordination of change management including assessment, planning, and tracking of change requests
• Monitoring of project progress through target/actual comparisons and derivation of optimization and steering measures
• Coordination and communication with all relevant stakeholders via defined contacts
• Support in complying with funding, procurement, and budget law requirements
• Preparation and moderation of status meetings and management reviews
• Ensuring transparent, on-time, and quality-focused project execution across multiple parallel funding projects.

Industry: Asset management and services

Systems: DATEV Unternehmen online, Microsoft Dynamics 365, DocuWare, Microsoft Excel

• Independently processed incoming invoices for three companies and checked them for completeness
• Prepared manual customer invoices and carried out payment runs
• Supported monthly and annual closing activities
• Calculated and posted provisions
• Responsible for parts of fixed asset accounting
• Posted foreign currency bank accounts and performed account reconciliations via Excel
• Processed travel expenses and credit card statements; contact person for travel expense questions
• Prepared tax reports, especially VAT returns and EC Sales List

• Worked on an FTTx/telecommunications project within the project environment
• Supported operational project coordination and task follow-up
• Used Jira to create, process and track tasks and tickets
• Structured and maintained project-related information and work statuses
• Coordinated open points and ongoing tasks within the project team
• Supported the coordination of work packages and their processing status
• Followed up on tasks, feedback and open topics
• Worked at the interface between operational implementation and project organization
• Applied digital project management tools in the ongoing FTTx project
• Provided hands-on support with organizational and operational project tasks

• Leadership, management, and further development of an accounting team with nine employees
• Responsibility for the preparation, analysis, and quality assurance of monthly and annual financial statements according to HGB
• Ensuring structured intercompany reconciliation and minimizing reconciliation risks using LucaNet
• Coordination of annual closing work and audit preparation while meeting CFO deadlines
• Optimization of accounting processes in the SAP S/4HANA environment in close