SAP SuccessFactors Expert

• Supported the strategic realignment of an HR organization affecting 4,500 employees; analyzed structures, roles, processes and governance and supported the introduction of a new HR partner model (public administration)

• Develop custom AI agents delivering 90%+ reduction in manual workload and significant efficiency gains
• Provide end-to-end AI strategy consulting: from digital assessment to implementation and change management
• Design and deliver tailored training programs and workshops on AI adoption, prompt engineering, and automation
• Support clients in implementing scalable AI solutions integrated with existing technology stacks
• Focus areas: AI strategy, automation, workflow optimization, and capability building

• Advising international companies and mid-sized organizations on learning strategy, leadership development and organizational transformation.
• Interim management and freelancing (including Head of L&D, Senior Expert Talent & Leadership Development).
• Designing and implementing leadership, team and organizational development programs at management, team and employee level.
• Developing digital and hybrid learning formats to scale modern learning strategies.
• Building and marketing my own online program “Employee and Team Development for Managers”.
• Author of the professional book “Professional Communication – Finally More Success at Work”.

Full management of the recruiting ramp-up in the Semiconductor (semiconductor manufacturing) area, with end-to-end management of all recruiting activities. Operational and strategic recruiting & talent acquisition in the areas of Engineering, Back-Office & Manufacturing in the cleanroom. Filling key positions during a critical ramp-up phase. Recruiting technical professionals and specialists. Close coordination with hiring managers and HR business partners. Optimization of existing processes. Conducting and evaluating interviews together with the specialist department. Salary and contract negotiations.

• Managed the entire recruiting ramp-up in the Semiconductor area (end-to-end)
• Focus: Engineering and high-volume recruiting in production (semiconductors)
• Recruiting technical professionals for Engineering, Back-Office & Manufacturing in the cleanroom
• Stakeholder alignment with hiring managers and HR business partners
• Building new and optimizing existing processes

Tools: SAP SuccessFactors, MS-Office, MS-Teams

SAP HANA - SuccessFactors deployment

• Implementation of sub-modules Recruiting + EC Benefits + TeamGoals
• Global rollout with adaptation to country-specific legal requirements, including standardization
• International stakeholder management
• Onboarding of the new group companies in Kenya and Greece regarding SAP SuccessFactors

• Objective/Motivation: PAYONE urgently needs a 360° view of its customers. So far, PAYONE has had no company-wide 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. Establishing the basis for master data management at PAYONE

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

Due to BaFin findings, the project has a central task and role. The first focus is the migration of all customers, including their AML/KYC data, from the master data backend systems 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 resulted in duplicate customer records in some cases. The aim is therefore to maintain only one customer in Salesforce and, using the relevant information from the backend systems, also be able to identify which products the customer uses and in which processing systems the customer obtains 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; in-house developments

Tools: MS Office; Jira, Confluence, SharePoint

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

Situation:

• Decline in sales
• Need for support in identifying and developing new sales markets

TASK:

• Expansion of the B2B network and development of new strategic partnerships to access additional sales opportunities and new markets.

MEASURES:

• Identification and approach of potential B2B customers and partners
• Expansion of existing contacts in the market environment
• Development of new strategic partnerships
• Customer and market discussions mainly in the field
• Support in developing new sales opportunities

RESULTS:

• B2B network specifically expanded
• New strategic partnerships initiated
• Additional market and sales potential made visible
• Stronger customer presence through personal market development

Operational end-to-end recruiting in a mid-sized company environment. Main focus on filling positions in the German market and internationally (Switzerland), with a focus on Sales and Blue Collar roles (Junior – Teamlead) for Falk & Ross. Stakeholder management, high-volume recruiting, and active sourcing. Ensuring an optimal candidate experience and conducting interviews.

• Stakeholder-Management
• High Volume Sales Recruiting / Blue Collar
• Filling key positions in the areas of: Sales and Blue Collar (including Field Sales Representatives, Inside Sales, Head of Sales)
• International recruiting for Switzerland
• Tools: Microsoft Teams, TestGorilla, LinkedIn Recruiter, Indeed Smart Sourcing

• Direct reporting line to the HR Director Germany; leading an HCM IT and transformation assignment in a SAP ERP / S/4HANA hybrid landscape.
• Reality check and solid documentation of end-to-end payroll/processing processes; development of an HCM IT roadmap as well as clarification of roles, critical points and interfaces.
• Translating business requirements into architecture-compliant IT solutions; steering SAP in-house, development, key users and external partners.
• Activating the team through knowledge transfer, a skills matrix and a training concept; preparing the organizational transition toward a shared service center.

• Developed cloud-native enterprise applications on SAP Business Technology Platform using Node.js, SAP UI5, and RESTful APIs, delivering solutions across training management, procurement, employee information, and logistics domains
• Served as the primary developer for the maintenance, enhancement, and production support of three enterprise applications, delivering new features, resolving production issues, and coordinating releases with business stakeholders
• Experienced in leveraging AI-assisted development tools such as Microsoft Copilot to accelerate feature development, generate code, prototype solutions, and support application migration and modernization
• Designed backend services, domain models, and SAP Fiori/UI5 interfaces, implementing business workflows, role-based access control, validations, scheduling, reporting, and data import/export capabilities
• Designed and integrated enterprise services with SAP SuccessFactors, SailPoint, ERP systems, and external Learning Management APIs, including automated synchronization for 11,000+ user data
• Designed and implemented AMQP-based event-driven services processing up to 500 RFID parcel scan events per day for a logistics application
• Managed deployments and application operations using CI/CD pipelines, SAP Solution Manager, SAP BTP Cockpit, Kibana, and cloud monitoring tools, performing root-cause analysis and resolving production incidents
• Managed application dependencies by resolving npm package version conflicts and remediating critical and high-severity security vulnerabilities, ensuring production compliance and application stability
• Collaborated with architects, business users, SAP governance teams, and distributed Agile teams throughout technical design, code reviews, sprint planning, documentation, and software delivery

• Defined and established the areas of responsibility
• Built a governance model for the department and its areas of responsibility
• IT strategy, project management, process management, and quality and sustainability management
• Developed a communications strategy for the group
• Created the IT strategy
• Designed templates, guidelines, and processes for consistent ways of working
• Recorded strategic guidelines and grouped ongoing projects – derived a roadmap for strategic planning
• Reviewed ongoing projects
• Prepared staffing calculations and capacity planning
• Defined job profiles

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

• Lead Product Owner role for the BFSG pilot journey “Search and Book” across web and app, focusing on digital accessibility, UX, conversion, and regulatory implementation.
• Created and prioritized the product backlog; derived user stories and acceptance criteria from legal standards (BFSG, WCAG 2.1)
• Developed a product vision that combines digital accessibility, user-centered UX, and conversion optimization for the booking journey
• Cross-stream release management and quality assurance across the entire web and app area, including go/no-go decisions, rollout, and user acceptance tests
• Coordinated and prioritized with Legal, Compliance, external BFSG consultants, UX, Development, Marketing, and Management
• Conducted user research as well as usability and accessibility tests (including screen readers and keyboard navigation) and prototyping with UX/UI
• Defined KPIs to measure accessibility, conversion, and user guidance
• BFSG pilot journey “Search and Book” successfully delivered: first accessible features rolled out and the foundation for a long-term BFSG-compliant booking journey established
• Established sustainable process integration through close collaboration with consulting partners and internal teams

I founded Nick's Advisory to make HR management, HR project delivery, and AI expertise available to companies on a temporary basis when internal capacity or experience is lacking.

Services:

• HR interim management: taking over the HR business partner or HR manager role during restructuring, growth, or a vacant leadership position, on a daily or hourly basis
• HR consulting: projects around reorganization, talent acquisition, separation processes, and building HR structures
• AI consulting for HR teams: selection, introduction, and use of AI tools in HR processes