SAP SD Expert

• Founder of CheironX: AI-supported GRC management (ISO 27001, BSI IT-Grundschutz, TISAX, DORA)
• Strategic focus on Agentic AI and GenAI for modern IT Governance, Risk & Compliance Management
• IT interim management and strategic consulting

• Acting as project controller for the STEAM sub-project within Iqony's long-term modernisation programme for an industrial water demineralisation plant at the BP refinery site in Gelsenkirchen-Scholven alongside the parallel WATER sub-project
• Managing cost control, SAP PS data integrity and project tracking in a challenging data environment

As part of preparing and providing operational support for a company succession:

• Company analysis: Analysis of the overall economic, organizational and structural situation (current status, strengths/weaknesses, potential risks)
• Process analysis: Recording and documentation of all relevant business processes (BPMN, UML) in the areas of management, finance, purchasing, sales and operations
• Process optimization: Identification of weaknesses and inefficiencies, development and operational implementation of improvement measures
• Stakeholder management: Identification and analysis of all relevant internal and external stakeholders; structured communication and coordination with former and future owners, shareholders and employees
• Change management: Supporting employees and management throughout the handover process; building acceptance and trust among all parties involved
• Governance & documentation: Preparation and handover of structured operating manuals, process documentation and an organizational manual for the new business owner
• Risk & weakness analysis: Assessment of operational and strategic risks in the handover process and development of recommendations for action
• Operational support: Interim assumption of management responsibilities; ensuring business continuity during the transition phase

• Analyze the current process
• Develop the target processes
• Support implementation of improvements in an SAP-enabled program
• Simplify customer contact
• Streamline internal processes through automated, real-time checks for relevance to complaints
• Create use cases

Led the end-to-end integration and migration architecture for decommissioning SAP IS-U market communication and transitioning to Salesforce Marketing Cloud (SFMC) with E.ON IT Services — covering regulated EDIFACT market messaging, a three-phase data migration (transfer of market message inventory after cutover), redesign of market communication processes, and full GDPR and German energy-market compliance.

• Designed the three-tier target architecture (SAP IS-U → NScale B2B gateway → SFMC) processing 50,000–100,000 EDIFACT messages daily within sub-5-minute SLAs.
• Architected the three-phase data migration: 36 months of historical data, zero-loss cutover of in-flight market messages, and near-real-time CDC synchronization.
• Delivered secure, BDEW/GDPR-compliant integration (AS2/OFTP2, RFC/IDoc, REST APIs, OAuth 2.0, Azure AD, AWS S3) achieving >99.5% uptime, <0.1% migration discrepancy, and RTO <4 hours.
• Applied BPMN to model and optimize the market communication processes.

Technologies: SAP IS-U, NScale, Salesforce Marketing Cloud, EDIFACT, OAuth 2.0, Azure AD, AWS S3, BPMN, Jira, Confluence, Draw.io

Technical and commercial risk assessment for an investment project in the hardware sector (scaling potential, liability risks, operational processes) Process consulting for two SMEs in the engineering environment, with a focus on workflow digitization and PLM

SAP Data Migration Greenfield QM

In the QM module project, the focus was on migrating inspection plans and transferring Dynpro applications from the ECC system to the HANA system while adhering to development guidelines and clean code principles. The project involved the use of technologies and concepts such as ABAP Objects (ABAP OO), Clean Code practices, SMOD/CMOD enhancements, User Exits, Function Exits, BAdIs, interfaces, and classes. Writing complex reports for download and upload of change pointer information of inspection plan header.

• Goal/Motivation: PAYONE urgently needs a 360° view of its customers. PAYONE has not had an overarching master data strategy so far. It is not possible to identify customers across all relevant systems.

The organization should be enabled to identify customers across all relevant systems. Establishing the basis for master data management at PAYONE

• Challenge: Due to company acquisitions, the system landscape is very heterogeneous. The company is very dynamic and burdened with many system harmonization and integration projects, meaning resource shortages and changes in project priorities repeatedly make this an almost impossible task.

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

In addition, customer data must be harmonized in Salesforce. Some customers were entered multiple times as a result of earlier migrations. The aim is for only one customer record to remain in Salesforce and for the relevant information from the backend systems to show which products the customer uses and in which processing systems they receive Payone services.

Project: ONE Customer

Budget: 1,5 Mio. €

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

Integration: 8 (subsystems/interfaces)

Applications: Salesforce; SAP S4/HANA; in-house developments

Tools: MS Office; Jira, Confluence, Sharepoint

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

Negotiation and conclusion of works council agreements on Workday and other topics I Advice on and implementation of employment law projects in the HR context I Transfer of comple- x employment and works constitution law issues into practical solutions I Workday

Project: Introduction of statutory-compliant electronic invoicing (outbound, Germany) in SAP for an international technology group.

• Project management: Planning, steering and reporting of the E-Invoicing outbound rollout across all affected business areas, including budget and resource coordination.
• UAT: Structured user acceptance test with key users per business area, test cases per invoice scenario, and consolidated test results for decision making.
• Defect management: Handover and tracking of defects in Jira, including validation of the generated invoices against the statutory schemas.
• Cutover, go-live and hypercare: Readiness checks and cutover planning aligned with the statutory deadlines, coordination of go-live and stabilization during hypercare.
• Stakeholder management and reporting: Alignment with Finance, Tax, business departments and IT, preparation of status reports and decision papers, and consistent follow-up of open items.
• Change management and documentation: Communicated process changes to the business departments, enabled key users, and created process and compliance documentation to ensure traceability and audit readiness.

• Creation of detailed concepts for all relevant GTS modules (compliance, pricing, customs clearance, Intrastat, preferences)
• Planning and conducting workshops, including scheduling and documentation
• Development and consulting of the organisational structure and its master data
• Setup and customisation of compliance functions: sanctions list review, embargo, legal control, US re-export
• Uploading and maintaining sanction and commodity lists
• Implementation and validation of integration tests
• Setup and customisation of the modules: pricing (including uploading of customs tariff numbers and STAWN data), customs clearance (including application for test operation with customs), Intrastat and preferences (including preference calculation and LLEs)
• Development and presentation of prototypes
• Derivation of insights for the final concept

• Project plan creation and monitoring
• Coordination of necessary activities
• Regular status meetings
• Personnel planning for cutover
• Completion and handover of all trades to the end customer with documentation

• Took over management of the SAP S4 Transformation program after 15 months of project execution
• Assessed the quality of soft facts, particularly the quality of collaboration and communication
• Evaluation, program planning, resource management, and realignment of the timeline
• Introduction of the software delivery model and quality gates
• Initial scope definition in the form of business capabilities
• Introduction of enterprise architecture
• Reporting to the SteerCo for the S4 Transformation program / C-level
• Risk management and escalation when identifying project risks
• Coordination of the various projects within the program