SAP Expert in Munich

• Project management and consulting services with a focus on IT interim management: digitalization of corporate management, including processes and applications
• Assessment of the entire IT infrastructure, including applications, core processes and contracts, including cost optimization
• Evaluation and implementation of solutions to promote digitalization in the company in the areas of property management, CRM, invoice review and approval processes, smart metering, DMS and time tracking
• Digitization of file folders and introduction of SharePoint and Microsoft Teams as central document and communication platforms
• Design and delivery of an AI workshop, including the rollout of AI tools to increase efficiency and transparency in key business processes
• Preparation of training materials and delivery of user training for newly introduced digital processes and solutions

Independent advisory practice for strategy, organisational transformation, M&A / investor work and AI/data-enabled change.

• Short-term diagnostic and problem-solving mandates: rapid strategic and organisational assessments for leadership teams and Boards, translated into recommendations and transformation roadmaps.
• Organisational redesign and AI governance for an international group of approximately 1,500 employees: structure, mandates, decision rights and interfaces; AI-readiness and data-maturity assessment; vendor evaluation and selection; capability building.
• Design of a centralised Strategy Execution / Results Delivery Office for an industrial client: mandate, governance, portfolio steering, KPI logic, decision forums and implementation roadmap.
• Selected part-time mandate with SPARS GmbH (as a Business Development and Investments Director): developed M&A pipelines, assessed targets for strategic fit and synergy potential, led commercial due-diligence workstreams and investor / partner engagement.

• SAP S/4HANA upgrade from Release 2021 to 2025 and FI/CO transformation as part of a new TOM. Four streams and two SAP service providers; management during ongoing operations.

• Overall responsibility for time, quality and budget as well as cross-stream coordination of the four streams

• Coordination of process streams, business functions and SAP service providers

• Establishment and management of governance, planning, risks, dependencies, resources and escalations

• Provider management, regular management reporting, and preparation and execution of project and Steering Committee meetings

• Responsibility as Test Manager for test strategy, test planning, UAT, defect management and acceptance

• Result: Successful preparation for Go-live on 28.09.2026 during ongoing operations; quality and the planned absence of production interruptions ensured. Project governance established and positive feedback from management and stakeholders.

• Set up backend assistants, prompt engineering, customer communication, growth strategy

• Successful implementation of AI shopping assistants e.g. Thalgo.de

• Focus areas: location analysis and career planning, support during change processes or conflict situations, stress management and work-life balance

• Analysis of the Riester subsidy GeVos for provider change 2.0 in the AZUR subsidy management system
• Representation of the GeVos in BPMN 2.0 with Draw.io and Adonis
• Analysis of the data sets exchanged with the life insurance policy administration system and migration to the msg data sets
• Design and mapping of the interfaces to the new msg.ZulagenVerwaltung for various Riester subsidy GeVos at data field level

• Agile Transformation Coach within an SAP-driven End-to-End Lead-to-Cash program, supporting leadership and management teams in implementing and evolving the Sherpa Way of Working, strengthening Agile practices, role definitions and responsibility clarity (RACI), and delivery effectiveness
• Member of the leadership core team for the Way of Working, shaping and evolving agile operating models, challenging existing practices, and driving pragmatic, system-level improvements
• Conceptualized a Polarion-based Scrum Master dashboard as a single, role-based entry point for sprint status, dependencies, risks, and governance artefacts, reducing reporting overhead and improving transparency
• Provided targeted 1:1 coaching to the Master Scrum Master and Scrum Masters, strengthening leadership capability, role effectiveness, and support for team-specific challenges, including the redesign of Scrum Master syncs and collaboration formats
• Worked with teams and leadership on End-to-End Lead-to-Cash process analysis and documentation in SAP Signavio, supporting alignment, transparency, and a shared understanding of process expectations across teams

The program supports the comprehensive realignment of the German Consumer Panel Services business. It combines a significant panel boost with the reprocessing of historical data and the integration of new receipt data. By significantly expanding and stabilizing the panel with the involvement of external partners, the aim is to improve the validity of the data base and create a reliable foundation for methodology, weighting and customer reporting. At the same time, historically grown processes for data delivery, OCR, matching, item QC, methodology and reporting are being harmonized, further developed technologically and reorganized. The goal is a scalable end-to-end landscape with higher data quality, clear responsibilities, reliable governance and sustainably manageable operational processes.

• Overall management of the restatement program, including the integrated roadmap as well as milestones, dependencies, risks and management decisions.
• Coordination of the panel boost and alignment of the required data deliveries, quality requirements and prerequisites for methodology, weighting and reporting.
• Alignment of business, product, data science, technology, operations and external partners around a shared target picture, aligned priorities and an integrated approach.
• Design of the organizational change triggered by the fundamental realignment of the data base, methodology and management logic, which has a lasting impact on established decision-making and collaboration patterns.
• Establishment and further development of governance, reporting and escalation structures as well as program-wide monitoring and operational processes for reliable management and sustainable handover.
• Management of critical data, technology and provider dependencies, including reprocessing, OCR transition and the timely synchronization of delivery, testing, methodology and reporting.
• Orchestration of international collaboration with teams and stakeholders in Germany, the United Kingdom, Portugal and Romania, as well as with external suppliers in Germany and Austria.

Impact Areas and Expertise: Program & Delivery Leadership, Business & Technology Alignment, Organization & Transformation, Governance & Sustainable Operations, Strategy & Target, Methodic Leadership, Transformation & Change Leadership, Executive Advisory

• After several S/4 go-lives, Finance and IT lacked structure, clarity of roles and decisions; governance mechanisms, priority logic and responsibilities were not sufficiently defined.

• Unclear interfaces, high coordination effort and inconsistent ways of working led to organizational instability and limited leadership and management capability.

• The existing operating model between Finance, Controlling and IT was not functional, affecting transparency, collaboration and decision-making paths.

• Designed the transformation and organizational architecture for Finance and clarified roles, decision-making paths and priorities.

• Diagnosed and structured the Finance and IT organizations (DE/UK/PL), including collaboration, responsibilities and interfaces.

• Redesigned the Finance–IT Operating Model with a focus on governance, management routines and cross-functional collaboration.

• Enabled leaders and teams, especially Global Process Owners, Key Users and Finance Leads (systemic OD / Leadership).

• Managed the transformation portfolio, including clarity on risks, dependencies and cross-functional decision-making processes.

• Restored structural management capability by clearly defining and anchoring roles, decision-making paths and priorities throughout the organization.

• Systemically strengthened governance and cross-functional collaboration – Finance, Controlling and IT again worked in consistent, aligned structures; friction was measurably reduced.

• Harmonized working and communication processes, making coordination faster, more transparent and less conflict-prone.

• Established sustainable organizational capability, including by building a strong Key User / Process Owner community and clearly defined management routines.

• Made the transformation manageable in a structured way – prioritized initiatives, clear risk and progress logic as well as consistent decision-making formats increased execution speed.

• Leading enterprise BI transformation across Power BI & Microsoft Fabric, delivering scalable data models, automated reporting, and high-performance analytics solutions for commercial and operational leadership.
• Building and optimizing Power BI Dataflows, Fabric Lakehouse datasets, semantic models, and automated reporting pipelines to improve data scalability, governance, and reporting performance.
• Driving dashboard modernization and KPI governance by translating complex business requirements into executive-level insights, interactive visualizations, and decision-ready analytics.
• Designing end-to-end Microsoft Fabric architectures integrating data ingestion, transformation, virtualization, and enterprise reporting across cross-functional business domains with SAP BW to Qlik to Power BI migration.
• Delivering AI-enabled reporting capabilities, threshold-based alerting, and automation frameworks within the Power BI ecosystem to accelerate business decision-making.
• Partnering with commercial leadership, analytics teams, and IT stakeholders to standardize KPIs, optimize BI strategy, and deliver scalable, business-critical reporting solutions.
• Recognized for combining strong stakeholder leadership, technical architecture expertise, and business-driven analytics to deliver impactful enterprise BI transformation initiatives.

AI telephone assistant platform

Claude Code, Google AI Studio, Python, LLM / Voice-AI, PostgreSQL

• Conception and hands-on development of an AI-supported telephone assistant platform (voice AI / LLM) – from idea and architecture to MVP/product.
• Built agentic workflows and full automations with Claude Code and Google AI Studio.
• Also delivered AI-supported work in client engagements: used Claude Code for governance documentation, requirement drafts, and automations.

• Led a 16-person finance and accounting organization during a restructuring phase; strengthened closing discipline, financial control, cash transparency and accountability.
• Supported cost programs with approximately €2 Mio. in annual savings; established regular KPI reviews for P&L, working capital, POC and cash topics.
• Responsible for monthly, quarterly and annual closing under HGB/IFRS, management/group reporting, audit, tax and GoBD compliance.
• Finance automation with clear business benefits: 13-week liquidity planning, cash flow reporting, P&L versus plan, variance analysis and bank reconciliation; reduced manual work by 40–60 %.
• Improved accounts payable processes through OCR-supported invoice processing and three-way matching with exception handling.
• Sparring partner to management on restructuring, liquidity, working capital, risks and process simplification.

• Rework demand, development and operational organizational set up for the Solution Train
• Rework requirement refinement process flow from strategic theme to user story
• Introduction of visualization tools (Canvas) of work dependencies over different requirement levels and Solution Train leadership coaching