Product Lifecycle Management Experts in Germany

Process architect and transformation driver for company-wide excellence initiatives (covering a vacancy) Establishment and management of a company-wide process and governance framework to strengthen structure, leadership and effectiveness in an internationally growing family-owned company. Responsibility for the global process house, end-to-end governance, process role architecture and further development of the integrated management system – including international implementation (Romania, USA).

Scope:

• Management of the Business Excellence department with 6 employees and functional leadership of 20+ Process Owners
• Establishment of a global process operating system (architecture, roles, governance, global-local logic)
• Development of a group-wide control and KPI system for processes (transparency, KPIs, maturity)
• Introduction of mechanisms to ensure effectiveness in day-to-day operations (role enablement, communities, feedback)
• Governance and role framework for new production sites in Romania and USA (mandates, roles, decision logic)
• Stabilization and further development of the integrated management system (IMS)

Sustainable Results:

• Global process operating system established - Structure, roles, governance and global-local rules defined as a binding framework and anchored in the management system — the basis for consistent management and scalability.
• End-to-end process ownership strengthened - Process Owner roles globally defined, qualified and anchored in Communities of Practice — clear ownership structures across all sites for the first time.
• KPI and process management logic established - Uniform KPI system, maturity model and reporting principles developed — the basis for fact-based decisions, prioritization and transparency throughout the company.
• Effectiveness in day-to-day operations increased - Enablement architecture, onboarding mechanisms, regular meeting formats and feedback loops introduced — the process system is applied in daily work and continuously improved.
• Governance framework for new site implemented - Mandates, roles, decision paths and escalation logic for the new production site in Romania developed — clear structure for setup, management and integration.

Evidence-led health intelligence platform turning published research into personal health protocols. It scores 430 habits, foods, and supplements against the studies behind them, and moves the score when the evidence moves. Built solo.

• Built the daily ingestion pipeline across PubMed, bioRxiv, and medRxiv: 43,000+ papers from 3,400+ journals processed into 230,000+ typed evidence claims, each one traceable back to the study it came from.
• Designed the six-factor evidence scoring model and the public changelog behind it, so no recommendation ever appears without the papers underneath it. 23,000+ grade changes recorded and explained to date.
• Shipped an entity information model connecting every intervention to its mechanisms, biomarkers, and outcomes: 118 biomarkers with region-specific reference ranges, 77 mechanisms, 32 graded outcomes.
• Built the personalisation layer: blood panel ingestion that reads lab PDFs with a vision model and corrects results for draw time against the user's wake anchor, plus Oura, WHOOP, and Withings integration for daily readiness context.
• Operate eleven specialised review agents over the corpus and codebase, covering paper curation, retrieval quality, health-claim compliance across EU and US regimes, and security.
• Shipped the Evidence Assistant, a RAG assistant that answers from the claim database and cites the underlying papers, plus a B2B practitioner tier, an Expo React Native app, and localisation across 3 languages and 7 markets.

Stack: Next.js 16, TypeScript, Supabase, pgvector, Anthropic Claude, Vercel, DeepInfra.

• LLM-based features for automated CO₂e data extraction from unstructured documents (70% reduction)

• Agentic AI pipeline for automated Scope 3 emissions calculations with 150.000+ validated data records

• Intelligent API workflows for real-time carbon footprint calculations in ERP and ESG systems

• ML algorithms for predicting emissions hotspots and optimizing product design

• Automated data validation pipelines with NLP for quality assurance of CO₂e datasets

• Led a 15-person cross-functional team in developing 10+ AI features

• Strategic product planning and AI roadmap with 35% shorter time-to-market

• Stakeholder management with DAX companies (40% higher satisfaction, 95% retention)

• On-time project delivery with 95% budget adherence through data-driven backlog management

• Agile methods (Scrum, Kanban) with continuous AI/ML integration (25% increase in team velocity)

• Product-market fit for AI features through A/B testing and analytics (60% higher adoption rate)

The consultant's responsibilities/actions are:

• Consulting on the migration of material master & PP Master data
• Prepare Article List template for Cutover Phase
• Implementation of data cleansing measures using individual and bulk changes
• SAP all mandatory fields data extraction regarding Business needed
• SAP migration, Cutover, Testing, BAT, UAT
• Align with the multiple Stakeholders regarding Data from Legacy and SAP System
• Deployed SAP MM best practice (guided configurations, active methodologies and road map for project initiation)

SAP ERP | SAP GEMINI | SAP Fields Coordination | Documentation | SAP IDoc | SAP Integration | SAP End-to-End Process | SAP MM (Material Management) | SAP Functional Consultant | SAP Gap analysis | SAP MDM (Master Data Management) | Data Migration & Management

PHSE engineering and management Project management in a global industrial company and with the end customer German Federal Navy

• Review and assessment of the existing situation
• Identification and definition of implementation measures to close existing gaps

• Team leadership: Prioritization and coordination of four cross-functional teams.
• Platform strategy: Development and implementation of strategies to optimize existing IT platforms.
• Stakeholder management: Active management of expectations and communication with internal and external stakeholders.
• Program and innovation management: Prioritization and coordination of cross-department projects as well as innovation initiatives.
• Product Owner consulting: Advising Product Owners with a focus on product development and continuous product improvement.
• Organizational development: Improving communication and decision-making structures across all organizational levels.
• Change management: Implementing best-practice change management methods to ensure continuous optimization and innovation.
• Quality assurance: Ensuring high quality standards in processes, services, and deliverables.

• Technical leadership and further development of a team of 28 IT staff (internal & external) in the areas HelpDesk/HelpLine, RHEL (Red Hat), MUREX (trading system & applications), SAP basis operations
• Managing external service providers (including FI-TS for SAP basis operations)
• Personnel, resource and budget planning for the IT department and projects
• Introducing and establishing regular communication formats (weekly status meetings, team and cross-department meetings)
• Ensuring application operations in a hybrid environment (Windows/Linux with database and web/application servers)
• Supporting transformation projects to modernize the application landscape (e.g. DevOps approaches)
• Setting up and implementing a digital IT procurement for hardware & software (e.g. with DELL)
• Developing and managing the "IT Operations DOS" department based on corporate strategy
• Preparing management reports & decision papers on IT projects, optimization potential and automation opportunities
• Representing the department in the advisory boards of the Rentenbank and ensuring regulatory compliance (BaFin §44, GDPR, BSI, MaRisk)

• Challenging consulting services as well as interim, transformation, program and project management
• Program Manager for dormakaba International Holding AG: responsible for the SAP rollout in the German subsidiary consisting of 16 projects for Sales, Service, Operation and Finance, preparation through a fit template pre-project, development and formulation of end-to-end business processes, guidance and coaching of the business in use case and technical concept creation, introduction of integration test concept and implementation of integration tests
• Senior consultant for AGRAVIS Raiffeisen AG: specification of ITSM processes Incident and Release Management based on ITIL, examination of implementation options with SAP Solution Manager, managing the cutover of an SAP project
• Interim manager for bofrost DL GmbH & Co. KG: analysis and redesign of the existing business process model, management of strategic PMO including control of project portfolio management (up to 40 projects), project initiation process management, coaching of project managers, comprehensive reporting, ensuring economic viability of all projects, direct reporting to the advisory board, guidance for process and ITSM areas, management of strategic program including greenfield approach, system landscape redesign, end-to-end process introduction, CRM POC and platform provider beauty contest, development of target specifications using LEAN A3, design and implementation of POC with two platform providers
• Program Manager/PMO/PPM for Henkel KGaA global SCM consolidation: management of international template team for SAP landscape redesign, management of strategic partner Accenture
• Program Manager/PMO/PPM for Henkel KGaA migration from SAP BW to Microsoft BI: complete development lifecycle, transition of services to Accenture and hosting from HP to IBM, implementation according to PMI-based and agile standards, management of 20 projects, turnaround program setup, root cause analysis, contract amendments, governance, reporting, controlling, coaching of up to 60 employees, 20 MEUR budget, all milestones achieved on time and within budget
• Program Manager/PMO M&A IT for Henkel KGaA: SAP rollout and infrastructure transition worldwide after acquisition, carve-out management, onboarding of approx. 5 000 new SAP users, consolidation of servers and data centres, management of 30 projects across WEU, CEE, LA, NA and AP, PMI-based implementation, governance setup, coaching of up to 150 employees, 85 MEUR budget, 300 people worldwide, international tender management with providers such as Accenture, IBM, HP and Cisco, program completed on time, on quality and below budget
• Interim Manager for Bertelsmann AG: strategic IT sourcing program for Corporate CIO including six projects, planning, controlling, reporting, coaching, quality management, stakeholder management, contract transitions, development of system to verify savings, achieved 20% above planned savings
• Interim Manager IT Governance for Henkel KGaA: professionalisation of IT service management, audit and development of PMI-based project management process with group adaptations, group-wide rollout of ITIL processes incident, problem and change management
• Agile project for ALDI-Sued: finalisation and implementation of demand management process for IT requirements with interfaces to other processes and service catalogue
• Senior Consultant for hagebau IT GmbH: analysis of business processes, conception and implementation of NDA, RFI and RFP for Managed IT Services tender with EUR 30 million volume, transition planning of two data centres to Atos managed services, development of service catalogue and cost allocation model
• Interim Manager for Henkel KGaA: development of international resource management system for global IT to improve cost and capacity control, agile planning, controlling and scope management, realization of 25% capacity reserves
• Interim Manager for Netrada GmbH: professionalisation of IT service management, conception and creation of 16 SLAs, process analysis and documentation, service quality objectivisation reducing ad hoc workload by approx. 20%
• Senior Consultant for Saudi Telecom: introduction of PMI-based project management process, development of PMO, coaching of employees, support in acquisition of customer projects by applying the introduced method

Goal:

• Stabilize and realign a central software platform for digital office processes and restore solid product and delivery management.

Tasks & responsibility:

• Took over product and project management during a critical development phase
• Sharpened product vision, target picture, roadmap, and prioritized product capabilities
• Analyzed user needs, processes, system dependencies, and operational pain points
• Reorganized and prioritized backlog, releases, and work packages based on customer value and delivery risk
• Cross-functional leadership of engineering, product owners, scrum masters, architecture, business units, and operations
• Introduced reliable planning, decision-making, reporting, and escalation structures
• Moderated discovery, refinement, planning, and decision workshops
• Managed scope, risks, dependencies, and stakeholder expectations in a complex product environment

Result:

• Sharpened product vision and roadmap, stabilized delivery structures, and sustainably improved management and decision-making capabilities.

• Defined the vision, strategy, and roadmap of AI-powered analytics products, ensuring they met the business needs of Sales, Marketing, Finance, and executive teams across Europe.
• Collected business requirements, prioritized AI product features, and led Agile development of forecasting and analytics solutions. Defined product specifications, user stories, and acceptance criteria to ensure successful delivery.
• Collaborated with business stakeholders, Product Owners, data scientists, ML engineers and software engineers to transform AI models into scalable business products and integrate AI insights into operational workflows.
• Designed and implemented Generative AI solutions leveraging Large Language Models (LLMs) to automate reporting and enable natural-language querying of enterprise data, reducing manual effort by approximately 30%.
• Defined product goals and success metrics, tracked product performance and user adoption, and continuously improved the product based on user feedback and business results.
• Established data governance, master data quality and reporting standards across SQL, BigQuery and Power BI environments to ensure reliable, secure and scalable analytics.

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".

UEF 3.0 · Semantic Government Overlay (SGO) · Autonomous Systems (UAS / dual use)

• Designed: Semantic Government Overlay (SGO) – AI-guided administration without replacing existing specialist procedures. Read-only semantic layer over registers and specialist processes based on the Federal Information Management (FIM). Decision authority remains with the case worker (architecture principle).
• Developed: Reference architecture with source-backed, derived statements (Executable Ontologies OWL/RDF/SHACL). Technically guaranteed purpose limitation and no-write-path principle in specialist data – auditable, without a central data pool.
• Anchored: Regulation as a design principle: EU AI Act (high-risk obligations for public-sector AI, fundamental rights impact assessment under Art. 27), GDPR, NIS2, and administrative automation limits (§ 35a VwVfG, § 31a SGB X) as technical control points in the architecture.
• Created: Methodical tool for pilot organizations: data pipeline assessment (phase 0), compliance blueprint, and management summary as a decision-ready package for public administration.
• Specified: UEF 3.0 as a successor architecture to TOGAF – decision paper, canonical ontology, six-layer architecture, read/actuate boundary, federation registry, terminology concordance, and release delta as a closed specification status.
• Architected: AI-native mission OS for autonomous UAS and ground robotics as a tactical layer on top of a separately approved autopilot. Run-time assurance according to ASTM F3269-21 (Simplex pattern): the verified safety controller keeps authority, the AI function provides suggestions.
• Designed: Three-tier architecture – Tier 0 autopilot with 650 Hz flight control on RTOS, Tier 1 AI OS with semantic world model and multi-agent cluster, Tier 2 swarm and ground mesh. Zenoh as the primary fabric, MAVLink as the only authenticated command path (single writer). Result: graceful degradation – loss of the mission, not of the aircraft.
• Secured: Two-gate chain on the read/actuate boundary – governance gate (can-question: AI Act risk class per actuation, enforced human oversight under Art. 14, immutable log) before the RTA safety monitor (is-it-correct question: flight envelope, geofence, energy reserve) with revert to the baseline controller.
• Anchored: Dual-use architecture with common core and build-time fork instead of runtime switch. Three separate legal levels: civil variant – UAS under the EASA Basic Regulation (EU) 2018/1139 with the limited applicability under Art. 2(2) of the AI Act, ground robotics under the Machinery Regulation 2023/1230 with the full high-risk obligation chain, Cyber Resilience Act for both; unarmed carrier variant as defense material under AWG/AWV and Dual-Use Regulation 2021/821 (BAFA approval); armed variant under KrWaffKontrG. Each variant lives under exactly one dominant legal regime. Evidence base: AI BOM, SBOM, and complete data lineage.
• Analyzed: System analysis and realignment of grown engineering system landscapes. Approach concept for consolidation without migration – semantic layer over the existing sources instead of data transfer. Result: decision-ready implementation concept including an evaluation model for the target architecture.

• Managed engineering configuration and change activities throughout the product development lifecycle for chassis and power electronics systems.
• Coordinated implementation of engineering changes between development, manufacturing, validation, and quality teams.
• Maintained product traceability and configuration consistency across prototype, pre-series, and series production phases.
• Administered requirements and configuration baselines using Windchill, Jira, and Confluence.
• Supported change control boards and engineering review meetings to assess impacts, risks, and implementation plans.
• Ensured compliance with development processes and quality standards through configuration audits and lifecycle reviews.
• Coordinated manufacturing readiness activities and monitored implementation of approved changes.