SAP ECC Experts

• Defined S/4HANA finance solution architecture and led full project lifecycle — Blueprint through Hypercare — for global rollout.
• Designed global finance templates and COPA characteristics, harmonizing financial reporting across business units.
• Implemented role-based authorizations, SOD controls, and master data governance; managed provisioning and training for 200+ users.
• Coordinated cross-module integrations (MM, SD, PP) and third-party systems (Salesforce, SAP DRC, E-Invoicing), reducing month-end close from 5 days to 2 days.
• Prepared functional specifications, supported ABAP development, and drove problem management practices that reduced recurring incidents.

• Goal/Motivation: PAYONE urgently needs a 360° view of its customers. So far, PAYONE has no overall master data strategy. It is not possible to identify customers across all relevant systems.

The organization is to be enabled to identify customers across all relevant systems. Creating the foundation for master data management at PAYONE

• Challenge: Due to acquisitions, the system landscape is very heterogeneous. The company is very dynamic and burdened with many system harmonization and integration projects, so resource bottlenecks and changes in project priorities are again and again almost impossible to handle.

Due to BaFin findings, the project has a central task and role. The first focus is on migrating all customers from the master-data-leading backend systems with their AML/KYC data to Salesforce. This is intended to resolve one of the largest findings and establish the corresponding ODD/EDD processes.

In addition, customer data must be harmonized in Salesforce. Previous migrations led in some cases to duplicate customer records. In the end, only one customer should be maintained in Salesforce and, with the corresponding information from the backend systems, it should also be possible to recognize which products and in which processing systems the customer uses Payone services.

Project: ONE Customer

Budget: €1.5 million

Team: 10/30 employees (full-time/part-time); 4 vendors/providers

Integration: 8 (subsystems/interfaces)

Applications: Salesforce; SAP S4/HANA; custom developments

Tools: MS Office; Jira, Confluence, SharePoint

Methods: Hands-on; Agile (SAFe); Prince2

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

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

Assessment of the product, delivery, and AI organization with a realignment of operational excellence, target architecture, and AI-first operating model

Situation: The product and delivery organization showed structural weaknesses in efficiency, control, and collaboration. In addition, there was no clear target architecture for AI-driven product and organizational development. At leadership level, there was limited transparency regarding roles, responsibilities, and operational performance.

Responsibility & approach:

• Analysis of the existing product, delivery, and organizational structures in terms of processes, governance, and controllability
• Evaluation of architecture and platform with regard to scalability, future readiness, and AI integration
• Development of a target picture for an AI-first product and delivery operating model
• Derivation of concrete measures to improve operational excellence and collaboration
• Sparring with the leadership team on structured organizational development

Results & impact:

• Creation of transparency regarding structural bottlenecks, performance, and decision-making logic
• Development of a target structure for a scalable AI-first product and delivery setup
• Improvement of decision-making capability and control at leadership level
• Creation of a solid basis for downstream transformation measures
• Definition of concrete levers to improve efficiency, collaboration, and time-to-market

• Stream lead - Training
• Trainings – lead of the team & support of the relevant stakeholders
• Management of learning journeys & development of training plans
• Training environment & data – definition & development with the IT team
• Training documentation – management & coordination of the preparation
• Project lead - Germany
• Project management – planning, motivation, communication, execution
• Business process integration – analysis, definition, management
• Rollout management – planning, coordination, deployment
• Governance – template & project
• Test management – definition, findings, solutions, documentation
• Trainings – management of the training programs
• Business process management – integration, analysis, optimization, etc.
• Template & project governance
• Customizing FI
• Definition of the scope of acceptance test cases
• Organizing and execution of the tests – findings, development of design solutions based on business requirements, documentation, etc.
• Trainings – planning, creation, delivery, documentation, etc.
• Business process management – definition of data transfer, etc.
• Preparation and management of template workshops
• Preparation of technical and process documentation
• Agile project management
• Stream lead – process integration & governance
• Business process management – integration, analysis, optimization, etc.
• Management of the rollout quality gates
• Project governance – planning, monitoring, control of project progress
• Template governance – harmonization and standardization of business processes
• Standing governance – master data, chart of accounts, authorizations, customizing, etc.
• Standardization of repeating processes, incl. analysis and optimization, planning the transition to daily business and the activities within the month, interim, annual close, creation of a concept, checklist, etc.
• Participation in defining different interfaces (incl. concept, defining organizational structures, master data, template & standing governance, etc.)
• Definition and structuring of monitoring processes: IDocs, BI folders, etc.
• Participation in the definition and customizing of different areas in FI

• Migration of financial data from Microsoft Dynamics to SAP ECC for eleven companies, as well as from SAP S/4HANA to SAP ECC for one additional company. At the same time, an interface from an operational leasing tool to SAP S/4HANA had to be tested from a business perspective and aligned in an audit-proof way.

• Lead and plan the migration work packages, create the migration concept for accounts payable and accounts receivable with active customer-vendor integration, set up the reconciliation and QA method, test management, cutover planning, and audit-proof project documentation.

SAP/business focus: SAP S/4HANA, SAP ECC, FI, Business Partner/CVI, Finance Data Migration, Reconciliation, Test Management, Cutover

• Traceable and audit-proof migration of multiple companies with clear reconciliation logic, strong QA evidence, and controlled cutover.

• Support of the SAP modules “Sourcing & Procurement” as part of the “S/4HANA Brownfield” project rollout for the entire company
• Analysis, design, and organization of IT-supported business processes
• Further development of SAP MM from ECC 6.0 to S/4HANA, from requirements/process analysis through design to implementation (customizing, programming)
• Optimization and documentation of business processes and applications
• Responsible for implementing the S/4HANA rollout as an external consultant
• Independent analysis and resolution of issues
• Definition of change requests and their implementation/testing in collaboration with internal key users and process owners
• Support for SAP key users in Germany, Austria, and Switzerland
• Training and supporting end users as part of the rollout

• Creation of Power BI management reports

• Environment: SAP ECC 6.0, Power BI

• SAP ERP/ECC, SAP S/4 HANA
• Analysis and documentation of customizing for SAP FI/CO, PSM, PSCD
• Analysis, consulting, and documentation of S/4 HANA apps for defining and executing statutory reports
• Clarification of prerequisites for using the S/4 HANA apps to define and execute statutory reports
• Analysis and documentation of customizing for in-house developments
• Consulting on integration of SAP FI/CO as well as PSM, PSM-FM (budget management), contract accounts receivable and payable (PSCD)
• Consulting and documentation of customizing adjustments in SAP FI/CO, PSM, PSM-FM, PSCD for the introduction of new company codes and other organizational structures
• Consulting and documentation of necessary process adjustments

• Implementation of production plants in China on S/4 HANA
• Involved in merger of M Chemicals business in Korea on S/4 HANA
• Involved in the setup of a new production plant in Sheboygan US on ECC 6.0
• DA ERP transformation of Life science and Electronics business on two different systems
• Involvement in setting up the template on S/4 HANA RISE
• Support data migration
• Preparation of test scripts, support testing and assessment of the solution
• Handling cutover and hyper care activities
• Setting up of a new plant in Hamburg in Life Sciences SAP 4.6C
• Implementation of new interface for purchase order processing for Portugal between SAP and TEVAMAP application
• Enhancement of new interface for order confirmation and purchase order delivery schedule between SAP and LIPO applications
• Involved in the Ariba rollout for European countries Nordics, Austria and Switzerland
• Integration with Ariba applications - enhancement of the interfaces related to master data like supplier master data, GL accounts, cost center data, user data
• Analysis, validation and assessment of end to end solution from extraction of master data to creation of purchase order in SAP
• Involved in the PO automation process in case of indirect procurement across different systems and different countries

SAP S/4HANA Implementation (Greenfield)

• SAP Finance Reporting
• VAT Reporting
• Foreign Plants
• Tax Calculation for SD/MM
• Z4/Z5 Reports
• Intrastat
• SAP DRC (E-Invoicing)

System: SAP

Industry: Manufacturing

Team: 10

• Lead SAP Controlling, Product Costing and Material Ledger activities across multiple legal entities, improving standard-costing consistency, inventory valuation and month-end financial reporting.
• Contributed to a 30% reduction in the overall financial closing cycle by coordinating SAP Finance, Controlling, Material Ledger and plant-closing activities against a structured month-end calendar.
• Maintain 99.5% SLA adherence while resolving complex Level 2 and Level 3 incidents across Product Costing, Cost Center Accounting, Material Ledger, Actual Costing, WIP, variance calculation and production-order settlement.
• Execute and validate individual and mass standard-cost estimates using CK11N and CK40N, ensuring accurate costing based on current BOMs, routings, activity prices, purchasing conditions and overhead structures.
• Improved product-costing accuracy by identifying and correcting inconsistencies across material-master costing views, activity types, work centres, BOMs, routings and purchasing data.
• Reduced month-end delays by resolving missing cost estimates, incomplete settlement rules, incorrect activity allocations, variance-calculation errors and production-order settlement failures.
• Reconcile production-order costs, inventory values, purchase-price differences, work in process, production variances and settlement postings across SAP Controlling, Material Ledger and General Ledger.
• Execute Material Ledger and Actual Costing close activities, including price determination, purchase-price-difference allocation and periodic unit-price validation.
• Analyse manufacturing-cost variances across raw materials, labour, machine activity, subcontracting, production usage and overhead costs, enabling business controllers to identify root causes and cost-reduction opportunities.
• Configure and support costing variants, valuation variants, quantity structures, cost-component structures, overhead-costing sheets and automatic account-determination settings.
• Coordinate annual standard-cost planning, costing runs and standard-price releases with Finance, Procurement, Production and plant-controlling teams.
• Improved indirect-cost visibility through cost-center planning, activity-price calculations, assessments, distributions and cost-allocation cycles.
• Support profitability reporting through Account-Based CO-PA, enabling analysis by product, customer, market, company code and profit center.
• Developed reconciliation controls, standard operating procedures and costing reports that improved financial governance, closing accuracy and audit readiness.
• Facilitate workshops and knowledge-transfer sessions covering standard costing, Material Ledger, WIP, production variances and production-order settlement.

• Engaged business stakeholder to define levels 1, 2 3 & 4 processes.
• Engaged stakeholders to model the As-IS & To-Be business processes in Seeds Processing, Quality Management onto SAP Signavio.
• Identified and highlighted integration points between plant-to-Stock processes and other process areas such as finance and controlling.
• Documented business requirements as user Stories in Jira and categorized each user story as either Gap or Fit.
• Configured and demonstrated Variant Configuration in SAP PP to process owners and stakeholders as proposed solution to satisfy business requirements.
• Proposed workarounds or enhancements to meet requirements that are categorized as gaps.
• Planned the Sprints for Plan-to-Stock, assign and monitor the progress being made in completing user Stories for the active Sprint.
• Created the following PP Variant Configuration master data: Class of Class type 300, Configurable material of material type KMAT, Material variants of material type FERT & assigned the KMAT material to each FERT Material Variant, Super BOM & linked the Super BOM of the configurable material to FERT material variants, Routing and Production version for KMAT material.
• Reviewed list of custom reports currently in use in ECC and identified S4Hana standard analytical reports that satisfies these custom reporting requirements.