SAP BW Experts

• Independent consulting at the intersection of HR, Finance and IT
• Focus on People Analytics, HR Controlling, Pay Transparency, Compensation & Benefits and HR Transformation
• Analysis of complex HR and business data and development of reliable decision-making foundations for management and HR
• Design of KPI, reporting and BI solutions as well as data-based management models
• Consulting from analysis and concept development through implementation of transformation and optimization projects
• Focus on SAP Analytics Cloud, SAP BW and Power BI
• ISA = Insight · Structure · Alignment

• Developed critical specifications, navigating technical and business requirements.
• Led the project through its complex phases.
• Orchestrated and supported the Integration Testing Cycle (ITC) and User Acceptance Testing (UAT).
• Implemented robust test methodologies and systematically documented and addressed findings contributing to pre-GoLive readiness.
• Ensured flawless implementation and enabled effective trainer training.
• Conducted unit and functional tests.
• Facilitated alignment between development and business goals.
• Provided transparent progress reports and maintained documentation quality.
• Developed Fiori apps for inventory management and material staging status.

• Leading enterprise BI transformation across Power BI & Microsoft Fabric, delivering scalable data models, automated reporting, and high-performance analytics solutions for commercial and operational leadership.
• Building and optimizing Power BI Dataflows, Fabric Lakehouse datasets, semantic models, and automated reporting pipelines to improve data scalability, governance, and reporting performance.
• Driving dashboard modernization and KPI governance by translating complex business requirements into executive-level insights, interactive visualizations, and decision-ready analytics.
• Designing end-to-end Microsoft Fabric architectures integrating data ingestion, transformation, virtualization, and enterprise reporting across cross-functional business domains with SAP BW to Qlik to Power BI migration.
• Delivering AI-enabled reporting capabilities, threshold-based alerting, and automation frameworks within the Power BI ecosystem to accelerate business decision-making.
• Partnering with commercial leadership, analytics teams, and IT stakeholders to standardize KPIs, optimize BI strategy, and deliver scalable, business-critical reporting solutions.
• Recognized for combining strong stakeholder leadership, technical architecture expertise, and business-driven analytics to deliver impactful enterprise BI transformation initiatives.

AI telephone assistant platform

Claude Code, Google AI Studio, Python, LLM / Voice-AI, PostgreSQL

• Conception and hands-on development of an AI-supported telephone assistant platform (voice AI / LLM) – from idea and architecture to MVP/product.
• Built agentic workflows and full automations with Claude Code and Google AI Studio.
• Also delivered AI-supported work in client engagements: used Claude Code for governance documentation, requirement drafts, and automations.

• Designed and implemented enhancements in SAP BW on HANA 7.5 in the context of CRM migration and S/4HANA and BW/4HANA transformation programs
• Migrated SAPI data sources to the ODP framework as part of the S/4HANA migration
• Delivered SAP ECC data to Snowflake using BW data models and Calculation Views for Power BI analytics
• Integrated SAP and non-SAP data sources (including MS Dynamics)
• Improved reporting transparency through consolidated data models
• Optimized data loading processes for FI-CO data sources, significantly improving load times and system performance

• Implementation of data models in BW/4HANA, ABAP CDS Views, HANA Calculation Views, AMDP Scripts, OData Services, object-oriented ABAP in BW, SAC.
• Adjustments in BPC for BW/4HANA.

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

• 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

Europe-wide re-platforming & centralization

• Independently created the migration concept and implementation plan for the Europe-wide centralization and consolidation of IT services for around 20 European companies as part of a re-platforming program.
• Migration assessment: analysis of the existing IT, infrastructure, application, and service landscapes of the companies as the basis for the migration strategy.
• Development of the centralized target vision and target architecture based on a modern technology stack, taking platform and containerization approaches into account.
• Design of a highly available central infrastructure in an active-active model across two data centers; consideration of cloud, infrastructure, application, CMDB, and IAM services.
• Development of the migration and transformation roadmap, including defining migration waves, dependencies, requirements, and priorities for the move from decentralized services to the central platform.
• Analysis of technical and organizational dependencies, identification of migration risks, and development of a structured approach for step-by-step migration and centralization.
• Creation of target, solution, and implementation views for each service domain; design of the end-to-end join-move-leave process as a blueprint for the European rollout (Jira/Jira Asset Management).
• Alignment of migration strategy and roadmap with European companies, management, IT, providers, and other stakeholders; presentation of the 12-month roadmap to the Managing Director Europe.

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

• Led enterprise reporting modernization by migrating legacy SSRS reporting solutions to Power BI, supporting 500+ business users while ensuring full GDPR/DSGVO compliance.
• Designed and optimized Power BI and Microsoft Fabric semantic models using star schema, dimensional modeling, advanced DAX, and performance optimization techniques, reducing query latency by 25%.
• Delivered 20+ executive and operational dashboards featuring KPI scorecards, drill-through, bookmarks, and row-level security, improving reporting efficiency by 20%.
• Enabled self-service analytics through governed Power BI datasets, dataflows, and gateway architecture, increasing business-led reporting adoption by 35%.
• Configured an incremental refresh policy and query folding for a 50+ million row sales dataset, reducing daily report refresh times by 85%.
• Deployed automated ETL/ELT pipelines using Azure Data Factory, Microsoft Fabric, and Snowflake, reducing reporting delivery timelines by 40% through workflow automation.
• Spearheaded Microsoft Fabric analytics modernization initiatives including lakehouse architecture, OneLake integration, and centralized data platform development, reducing data latency from 2 hours to 20 minutes.
• Translated business requirements from 15+ stakeholders into scalable Power BI semantic models and dashboards, improving reporting consistency and reducing ad-hoc reporting requests by 25%.
• Applied Microsoft Copilot and generative AI tools to accelerate SQL development, DAX authoring, technical documentation, and testing activities, reducing development effort by approximately 15 hours per week.

• Building, implementing and selling automated Data Science solutions such as Scorecard Factory and Forecast Factory
• Implementation of automated end-to-end cloud processes
• Development of LLM and NLP models
• Creation of interactive reports
• Support for national and international large corporations as well as medium-sized companies in implementing ML projects

• 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