SAP S/4HANA Experts in Berlin

• Independent training in travel expense accounting (Egencia, Perk, AirPlus)
• Interface management between travel expense tools
• Onboarding and offboarding of employees and vendors
• Advising teams on posting incoming and outgoing invoices
• Documentation and process improvement

Following the Vaillant engagement, established independent practice focused on senior SAP advisory and building ASTRA — a methodology, not a tool. ASTRA is independent and unbiased: the same four pillars serve CIO / Business Leadership, SI / SAP Practice, and Programme Director / Principal with equal weight. No audience is primary.

ASTRA serves three audiences with equal weight — CIO / Business Leadership · SI / SAP Practice · Programme Director / Principal. ASTRA is independent and unbiased — it does not sit inside any SI practice and does not serve any single audience as primary customer. Each audience receives a role-calibrated output from the same analysis.

One methodology, two outcomes:

OUTCOME 1 — SAP TRANSFORMATION GOVERNANCE:

Any active SAP programme: ECC→S/4HANA Greenfield, Brownfield, Global Rollout, AMS. The four pillars answer the four questions that determine whether a transformation succeeds — for any of the three audiences.

• Are business requirements clean — or is the SI building what SAP standard already covers? (Functional Auditor → all three audiences)
• Is the custom object inventory healthy — or accumulating debt that blocks upgrades? (RICEFW Auditor → Director and CIO)
• Is the SteerCo reporting accurate — or is leadership seeing a Watermelon? (Truth Engine → CIO and Director)
• Are people ready for the system they are receiving? (Human Signal → CIO and Director)

OUTCOME 2 — AUTONOMOUS ENTERPRISE READINESS:

Any programme deploying Joule, pursuing RISE, or planning an AE migration. The same four pillars answer the questions SAP does not — again, calibrated per audience.

• Which custom objects block the 224 Joule AI agents? (RICEFW Auditor → SI gets remediation paths, Director gets verdicts, CIO gets financial impact)
• Is the Fiori deployment complete enough to activate Joule? (Truth Engine → all three audiences)
• Is the workforce trained for AI-native working? (Human Signal → CIO and Director)

Four pillars (each serves all three audiences):

• Functional Auditor: Clean Core Score 0–100. Section A (CIO): KG fidelity risk in €. Section B (Director): SI challenge questions, man-day saving. Section C (SI): Language Translation Ledger, SAP alternatives.
• RICEFW Auditor: Joule API Pathway Audit, Clean Core Level A–D, Technical Debt Index 1–10. Section A: financial impact of blocked AI agents. Section B: RETIRE/MIGRATE/REDESIGN/KEEP verdicts. Section C: BTP remediation paths.
• Truth Engine: Watermelon Detection, Fiori Deployment check, Programme Truth Score 0–100. Section A: 3 SteerCo questions. Section B: 48-hour action list. Section C: vendor friction map.
• Human Signal: three-stage Fiori adoption model, HITL Policy readiness, Human Signal Score 0–100. Section A: GUI training weight, AE adoption financial risk. Section B: go-live recommendation, stakeholder resistance map.

On-Demand SAP Advisory:

• SAP Programme Management — end-to-end governance, factory management, multi-stream delivery, vendor oversight, SteerCo reporting for Greenfield, Brownfield, Rollout and AMS programmes.
• Delivery Management — RICEFW oversight, Data Migration governance, Release & Cutover management, Hypercare, SLA/KPI management.
• Due Diligence & Landscape Assessment — SAP landscape review, AS-IS/TO-BE roadmap, RFP structuring, SI selection advisory.
• IT Strategy & CIO Advisory — transformation roadmap, Clean Core strategy, Autonomous Enterprise readiness planning.
• Programme Recovery — distressed programme assessment, rapid governance setup, escalation resolution.

Operating through senior professional networks across EMEA.

• Implementation of the S/4HANA transformation (brownfield) at an agricultural equipment manufacturer
• Implementation of the new supplier evaluation in S/4HANA, including programmed technical adjustments to customer-specific processes
• Conducting workshops with business departments on technical and functional changes in S/4HANA, with a focus on P2P processes and approval processes
• Preparation of the new system incl. customizing and conversion of customer-specific ABAP developments to Clean ABAP

• Advisory for Bank-Verlag GmbH on establishing a risk management and compliance function by defining the DORA strategy, conducting a DORA gap analysis and developing all DORA-relevant policies, supporting the design and roll out of the risk management framework, and providing overall PMO support for all DORA-relevant streams
• Ensured the conceptual and operational setup of a Cyber Defence Center for Vienna Insurance Group AG, including the implementation of regulatory requirements, development of the organizational, tax, and financial construct, including up- & downstream cost allocation model, DORA compliance, outsourcing, data protection, and works council requirements, gap analysis for contracts with regard to DORA, EIOPA, Solvency II and best practices and creation of policies in line with DORA
• Definition of an IT security target operating model for Oldenburgische Landesbank, including definition of processes, responsibilities and interfaces for a new, DORA-compliant IT security operations area that can be integrated into the existing IT organization and that is to be established or expanded
• Implementation of a service management readiness and maturity analysis according to ITIL for Ottobock Group, definition of an ITSM target operating model including processes, organization and governance, and derivation of measures to close identified gaps
• Developed an overarching cloud strategy for the corporate segment of ThyssenKrupp AG, involving all business units and stakeholders while considering business unit specific requirements
• Conducted an IT benchmark for a business unit of ThyssenKrupp AG, including structural analysis of the organizational structure and IT strategy
• Introduced a company-wide business continuity management system for Krieger Group, including identification and assessment of potential crisis scenarios and risks, and establishment of structures
• Developed an S/4HANA transformation strategy for Pfalzwerke AG, including a transformation plan and preliminary project
• Developed a restructuring strategy for Pfalzwerke AG, including the future IT delivery model, transformation plans, and business cases for each scenario
• Conducted an IT cost review for AMS-OSRAM AG, including analysis and optimization of IT costs and budget, as well as planning and implementing a strategy to reduce IT costs.

• IT services for the administration of the SAP® systems NETZ/Sales, BW, Core, Portal
• Administration of SAP® authorizations and users via central user administration (ZBV) in SAP® Solution Manager
• Setup and further development of SAP® authorization roles
• Role assignment according to requests
• Creation, change, and deletion of users
• Incident handling and error analysis (e.g. authorization trace, debugging in test systems)
• Cooperation with the SAP® development team on new implementations and process changes
• Special tasks
• Execution of Privileged User Management (PUM) 2023–2025 using Security Bridge
• Decommissioning of the SAP® Core system and migration to S/4HANA

IT infrastructure / SAP Grantor / SAP-BTP transformation project in the public sector for the digitalization of government funding programs. The goal was a clean-core-oriented SAP-BTP solution architecture with CAP/RAP services, APIs, integrations and operational readiness for Run, AMO and AMS structures.

• Industry: Public
• Budget 2026 5 Mio EUR
• Budget planned for 2027 8,7 Mio EUR
• Team size 45 FTE

• Development of a Target Operating Model for integrated hardware, firmware and software delivery.
• Establishment of a PDMO governance model with clear roles, responsibilities and decision rights.
• Improvement of portfolio and delivery transparency for senior management and executive management.
• Integration of a stage-gate product development process with agile software delivery.
• Redesign of release, quality, change and prioritization processes.
• Development of a scalable tooling and reporting architecture for Jira and PPM systems.

• Supported an integration project between SAP S/4HANA and a MES / Siemens Opcenter system via Azure Middleware.
• Responsible for SAP-side analysis, mapping and provisioning of relevant data objects such as material master data, production orders and process orders using SAP standard APIs and OData services.
• SAP-side mapping for Material Master, Production Orders and Process Orders
• Usage of API_PRODUCT, API_PRODUCTION_ORDER_2_SRV and API_PROCESS_ORDER_2_SRV
• Consideration of SAP S/4HANA Advanced Available-to-Promise for order confirmation, production availability and downstream MES execution
• Support for SAP Gateway and OData service topics
• Interface coordination between SAP S/4HANA, Azure Middleware and MES / Siemens Opcenter
• Support for testing, monitoring and error analysis
• Worked with BTC Cockpit and Deloitte ASADEV Tool

• Leading the Demand & Inventory team, ensuring optimal stock levels and demand forecasting across European markets
• Developed forecasting models and optimized replenishment processes, reducing out-of-stock rates and improving stock turnover
• Prepared monthly stock and inventory reports for the Controlling department, including variance analyses and performance insights, providing the basis for financial steering
• Prepared executive-level PowerPoint presentations for board meetings, translating planning data into clear, decision-oriented insights
• Reported directly to the Board of Corporate Brands
• Collaborated cross-functionally with Marketing, Product, and Supply Chain teams to align forecasts with campaign calendars and new product launches
• Drove process improvements and reporting enhancements, increasing forecast accuracy and planning transparency across key stakeholders
• Initiated and led the drive-to-SharePoint integration test case within the English Demand & Inventory team, completed in just 7 days; adopted by the Digital department as a best practice to roll out across all Corporate Brands
• Provided support to the PwC team on a strategy & corporate communication restructuring project
• Successfully implemented a Net Sales Boost Plan across 13 countries within two months, achieving significant revenue growth while simultaneously reducing overstock levels

• Assessment of the existing reporting landscape and strategic bundling of needs
• Migration and consolidation of reports to Metabase, connected to ClickHouse as the data foundation
• Building and maintaining data pipelines

Stack: Metabase · ClickHouse · Appsmith · Airflow

• Managed end-to-end supply for AT/CH markets → ensured continuous availability.
• Coordinated interfaces with 4PL logistics partners → improved and stabilized customer service levels.
• Aligned demand & supply with commercial, finance, local and global teams → enhanced forecast reliability and planning visibility.
• Supported SAP S/4HANA rollout and testing → ensured system readiness and minimized go-live risks.
• Strengthened collaboration with Finance, Quality, and external partners → streamlin

• Project included hard- and software development.

• Pioneered first enterprise AI-SAP integration at ALDI SÜD, deploying AI-driven automation within one of retail's largest SAP S/4HANA programs, eliminating 50% of manual pre-cycle validation time and establishing replicable automation framework across 11 countries
• Led end-to-end SAP project lifecycle management for implementations across SAP S/4HANA and Manhattan Systems, supporting 7,300+ ALDI SÜD locations globally across Europe and Australia
• Served as primary executive liaison to C-level stakeholders across 11 countries for strategic SAP transformation programs
• Orchestrated automation, performance, and volume testing for critical releases, maintaining 99.9% system SLA compliance during peak retail periods
• Managed cross-functional international teams of 15+ specialists, delivering projects 20% faster than industry benchmarks
• Standardized SAP processes across 11 countries as part of one of retail's largest SAP implementations
• Directly managed €2M budget with 98% allocation accuracy across 12 concurrent projects
• Reduced SAP S/4HANA migration costs by 18% through strategic vendor contract renegotiations and optimization

• Delivering AI training and workshops for enterprises on Generative AI, CCaaS & CRM platforms
• Advisory on digital transformation, process optimization and AI-driven automation in CX and operations environments
• Interim executive leadership roles in customer care and operations excellence at C-level / Director level