SAP SuccessFactors Experts

• 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

• 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.

• 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

Process architect and transformation driver for company-wide excellence initiatives (interim cover) Set-up and management of a company-wide process and governance framework to strengthen structure, leadership and effectiveness in an internationally growing family-owned company. Responsibility for the global process house, end-to-end governance, the process role architecture and the further development of the integrated management system - including international implementation (Romania, USA).

Scope:

• Lead the Business Excellence department with 6 employees and functional leadership of 20+ process owners
• Build a global process operating system (architecture, roles, governance, global-local logic)
• Develop a group-wide control and KPI system for processes (transparency, KPIs, maturity)
• Introduce mechanisms for effectiveness in day-to-day business (role enablement, communities, feedback)
• Governance and role framework for new production sites in Romania and the USA (mandates, roles, decision logic)
• Stabilisation and further development of the integrated management system (IMS)

Sustainable results:

• Global process operating system established - structure, roles, governance and global-local rules defined as a binding framework and anchored in the management system — basis for consistent steering and scalability.
• End-to-end process ownership strengthened - process owner roles globally defined, qualified and anchored in communities of practice — for the first time clear ownership structures across all sites.
• KPI and control logic for processes built - unified KPI system, maturity model and reporting principles developed — basis for fact-based decisions, prioritisation and transparency across the company.
• Effectiveness in day-to-day business increased - enablement architecture, onboarding mechanisms, regular meeting formats and feedback loops introduced — process system is used in daily work and continuously improved.
• Governance framework for new site implemented - mandates, roles, decision paths and escalation logic for the new production site in Romania developed — clear structure for set-up, steering and integration.

• Definition and setup of the subject areas
• Building a governance model for the department with the areas of responsibility
• IT strategy, project management, process management, and quality and sustainability management
• Developing a communication strategy for the group
• Creating an IT strategy
• Designing templates, guidelines, and processes for standardized work
• Capturing strategic guardrails and grouping ongoing projects – deriving a roadmap for strategic planning
• Reviewing ongoing projects
• Creating staffing and capacity calculations
• Defining job profiles

• 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

Situation:

• decline in sales
• need for support in identifying and opening up new sales markets

TASK:

• Expand the B2B network and develop new strategic partnerships to open up additional sales opportunities and new markets.

MEASURES:

• Identify and approach potential B2B customers and partners
• Expand existing contacts in the market environment
• Develop new strategic partnerships
• Customer and market meetings mostly in the field
• Support in opening up new sales opportunities

RESULTS:

• B2B network expanded in a targeted way
• new strategic partnerships initiated
• additional market and sales potential made visible
• stronger presence with customers through personal market work

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

• Support with establishing and setting up the new site and the new organizational structure
• Close coordination with the HR project manager at KNDS
• Advice on transferring former Alstom employees via a transfer company
• Preparation of the direct transfer of the training department
• Coordination with the transfer company
• Support for the new local management team

• Process Owner SAP ERP 8 FI, CO & Investor Relations
• Process Owner SAP Success Factors
• Responsible for 4 teams, 39 FTE
• Full responsibility for end-to-end processes in SAP for Finance, Controlling, HR, Investor Relations
• Interface to certified public accountants for Finance IT (KPMG)
• ITIL-4 implementation for service request change request and project management with Service Now (Project Manager)

• Primary point of contact for works councils
• Design & negotiation of company agreements & policies
• HR labor support during transformation, restructuring & organizational changes
• Coaching and training managers on works council relations and co-determination rights