SAP Expert in Switzerland

Engaged by one of Switzerland’s largest insurance groups for spanish SAP rollout following the acquisition of Caser (Spain), for ongoing support and S/4HANA transformation initiatives covering all Market Units (CH, ES, DE, AT, FR, IT).

Key areas: FI-AP, FI-AR, Payments, Bank Accounting, Cash Management, S/4HANA transformation, eInvoicing, eReporting, Business Partner

• SAP Rollout: Led end-to-end FI-AP, FI-AR, Payments, and Bank Reconciliation rollout for acquired Caser entities in Spain (Dec 2020 – Mar 2022), including full Spanish localisation.
• Integration with FSCD: Redesigned bank statement incoming payments integration in FSCD from custom to SAP standard solution, significantly increasing straight-through processing rates.
• Payments: Retired legacy custom payment trees; implemented SAP standard CGI payment trees and executed migration from ISO 20022 v2009 to v2019.
• Implemented a 1 GL account per House Bank (HBKID) concept with multiple Bank Account IDs (HKTID), reducing the total number of bank GL accounts by over 90%.
• Spanish localization: Configured and deployed Mod 180, 190, 347, 349 and SII Reporting for Spain mainland and Canary Islands using SAP eDocument (DRC) and SAP BTP Webservice, processing 2 million invoices annually, Spanish Direct & Indirect Method Cash Flow Statements (Insurance & Non-Insurance) fully reconciled
• Migration: Used SAP AIF to migrate AR/AP master data, open items, SEPA mandates, and complete GL documents for multiple company code merges (hundreds of thousands of records); leveraged Power BI/Power Query for data transformation.
• Bank Reconciliation: Achieved 60%+ automatic bank reconciliation across MU ES, CH, and DE using CSB43, MT940, and CAMT.053/054 formats, including custom improvements (tax-number-based customer/vendor matching, fuzzy search), and co-implemented the bank statement interface cockpit in SAP AIF. Integrated MX Camt from Swift Finplus and made transition from ISO20022 v2009 to v2019
• Worked on S/4HANA convergence and wrote concept work for SAP Cash Management & Treasury and eInvoicing/eReporting transformation.
• Currently leading the design for Business Partner Migration using SAP DRF and SAP AIF for Helvetia Baloise Integration Project and Harmonization of all BP interfaces.
• Currently leading Requirements Engineering for eInvoicing & eReporting for Italy, France and Spain, modelling Flows in SAP Signavio.

• Project management, Hustler (identifying the complete financial operations, including Sales, Pitching, Financial Analysis, & Business Models) and Hound (identifying real customer needs, including Research, & Analysis) to build an online project KPI system.
• The system enables users to make well-founded decisions to keep projects on track according to their key parameters or bring them back on track when there are negative deviations from the plan.
• Provision of a forecast in addition to the current status.
• Automatic calculation and display of KPIs based on project key parameters entered by the user.
• Skills: Project Management, Project KPIs.
• Problem Space: Co-Innovation Builder (CIB), Corporate Innovation Team Set Up, Team Profile/ Team Canvas, Design Thinking, highlighting people, creating customer personas, researching the market, defining the problem.
• Solution Space: Narrowing down the problem, how to turn ideas into solutions, how to turn solutions into a concept, customer journey, Business Model Canvas, Value Proposition Canvas, prototyping, fine-tuning the prototype and Business Model Canvas, final pitch.

• Led cross-functional IT teams across international regions to deliver post-go-live system stabilization and integration alignment across ERP, PLM, and legacy J.D. Edwards platforms.
• Managed complex interface mapping, end-to-end data flows, OData services, and electronic invoicing workflows across distributed teams.
• Directed defect triage, root-cause analysis, and risk mitigation strategies to ensure system reliability and operational readiness.

• Established the Enterprise Architecture function from the ground up for Sulzer Group (~13,500 employees, CHF 3.6B revenue)
• Defined the Technical Governance framework, Target Operating Model, and IT PMO foundation now governing architecture decisions and portfolio demand across all divisions.
• Deployed SAP LeanIX as the authoritative application portfolio system of record - catalogued 500 applications group-wide (140 for Chemtech), onboarded business and IT stakeholders, and initiated integration with ServiceNow to embed architecture data into operational workflows.
• Led the divisional & group wide Application Rationalization initiative
• Decommissioned 15% of the 140 applications Chemtech portfolio, delivering CHF 627k in run-rate savings over two years and materially reducing licensing and support exposure.
• Defined and executed the divisional AI Roadmap in partnership with Sales, Legal, and R&D leadership
• Delivered 4 AI solutions into production (including Sales process harmonization and LLM-based IP conflict detection) from a portfolio of 7 prioritized initiatives.
• Built and owned the 3-year IT Strategic Roadmap for Chemtech
• Aligned cloud and technology architecture with divisional business priorities and a CHF 1.5M annual investment envelope.
• Delivered CHF 500k in cost avoidance by challenging and discontinuing funded but low-value initiatives, demonstrated governance discipline and executive influence, with zero implementation spend.

• Interim CEO for a company in the healthcare industry. Billing services provided by doctors and clinics, as well as their pre-financing
• Negotiations regarding claims management for a construction company (claim of 35 Mio.)
• Recruitment of banking staff in wealth management under mandate for an established recruitment consultancy
• Managed the accounting of a temporary staffing company under mandate

Klinikum Nürnberg

Healthcare · approx. 10,000 employees; around 100 employees in HR

Mandate focus:

HR processes, document control and interface quality

• Recorded and structured inconsistent HR processes and cleaned up contradictory documentation.
• Coordinated work instructions, process maps, forms and diagrams for TVöD, TV-Ärzte and other employee groups.
• Clarified responsibilities, document storage and interfaces; revised Draw.io diagrams and reported to HR management.

Areas of expertise: HR Process Management, HR Operations, HR Governance, HR Documentation

• Developed Power BI semantic models, DAX and RLS, improving reporting performance and security.
• Designed Fabric Lakehouse with Medallion Architecture (Bronze/Silver/Gold), accelerating data processing and improving maintainability and scalability.
• Built Fabric Data Factory pipelines and PySpark transformations, reducing processing time by 40%.
• Delivered automated Power BI KPI dashboards, accelerating reporting and decision-making.
• Supported SAP BO 4.3 → 2025 migration across 2,000+ Webl reports and 34 universes, reducing testing effort by 35% and improving migration quality and reliability.
• Optimized UNX universes, reducing query execution time by 40%.
• Optimized SAP BO reporting solutions, improving reliability and reducing manual effort.

Environment: Power BI, Microsoft Fabric (Lakehouse, Warehouse, Pipelines, PySpark), Tabular Editor, DAX Studio, SAP BI (BO 4.3/2025, Webl, UNX Universes), 360Suite, InfoBurst, GitHub, JIRA.

• Stepped into a senior interim mandate with hands-on accountability for a complex business model transformation, taking ownership of execution, operating decisions, and delivery within a highly regulated and complex regional environment.
• Led market access, launch, and go-to-market transformation work, aligning commercial, operational, and governance structures to support entry into new markets under time and regulatory pressure.
• Supported post-merger integration as well as divestiture shaping assignments, working hands-on with executive teams to align operating realities, decision rights, and accountability with transaction intent.
• Took interim ownership of critical transformation and integration programs, resetting priorities, sequencing, and leadership expectations where delivery risk or organizational friction had emerged.
• Acted as a trusted interim partner to CEOs and senior leaders during periods of structural change, providing clear judgement, hands-on leadership, and execution discipline.

• Stopped the chaos: restructured the team, filled vacant IT roles, eliminated isolated solutions and consistently cut unnecessary elements
• Established consistent reporting and created security
• Managed recruitment
• Established IT alignment
• Implemented process standards

The insurance application service provider in Switzerland intended to develop a multi-channel output system to support their customers on their digital enhancement journey.

• Established an Agile Release Train based on SAFe 6.0
• Trained all ART leadership
• Coached the development of the solution intent
• Established 5 teams in the ART. Developed the Epic and Feature Backlog for the team.
• Planned and coached 2 PI planning sessions

The insurance application service provider in Switzerland intended to transform their claims management BPO and IT team into an agile delivery organization.

• Established an Agile Release Train based on SAFe 6.0
• Trained all ART leadership
• Coached the development of the solution intent
• Established 2 teams in an ART.
• Developed the Epic and Feature Backlog for the team.
• Planned and coached 2 PI planning sessions

• APX Vision partners with organizations to design, pilot, and continually refine adaptive operating models that unlock measurable growth, resilience, and engagement through continuous, real-world implementation.

• Adaptive systems consulting: Implementing the Adaptive Organization & Management System 6.0™ through customized diagnostics, pilots, and actionable frameworks.

• Executive and team coaching: Supporting leadership growth and culture renewal with people-centered, evidence-driven approaches.

• Lean, Six Sigma, and operational excellence: Enabling practical, sustainable improvements across business functions.

• Innovation partnerships, pilot mandates, and co-creation opportunities to advance System 6.0™.

• Strategic consulting and coaching collaborations for sustainable transformation.

• Support for a carve-in project involving 5 sites worldwide (3 in Germany, 3 in the US) as part of a global M&A project
• SAP S/4HANA
• Introduction of structures and best practices, as well as a consistent project management methodology for a global carve-in program
• Optimization of tracking, monitoring, and communication
• Development of a change and communication concept to engage the carve-in sites
• Implementation management, stakeholder management
• Coaching and support for the project team regarding project management and communication
• Establishment of a sustainable communication cascade and structures to support the transformation
• Advising and supporting the client project lead

• Strategic consulting: End-to-end optimization of SCM, processes, and structures based on 30 years of industry experience.
• Interim management: Leadership responsibility to bridge vacancies and stabilize teams during transformations.
• Transformation & Assets: Support for restructurings, asset utilization & brokerage (surplus assets), and digitalization (SAP S/4HANA).

• Built an AI operating model in which specialized agents work with clear roles, precise briefings, review standards and governance boundaries; decision-making responsibility remains with humans.
• AI Transformation Lab as a real-world validation environment for agentic workflows, local/cloud AI models, automation and human-in-the-loop governance (details above).
• Applied transformation principles to AI: ownership, risk control, stakeholder alignment, quality review, traceability, delivery discipline; DEV/TEST/PROD mindset.