TISAX Experts in Munich

• Development of a comprehensive transformation model for IT departments and ITSM organizations, from operational stabilization through structuring and optimization to strategic advancement
• Design of a transformation matrix that connects development phases with the implementation activities Position, Focus, Model, Enable, Anchor and Develop
• Development of assessment, maturity and decision-making logic to determine the operational starting point, the appropriate entry point and the prioritized areas of action
• Structuring of an end-to-end approach from current-state assessment and target vision through operating model, roadmap and service modules to implementation and integration into steady-state operations
• Derivation of combinable consulting and implementation modules, including methods, deliverables, role models, governance structures and transformation paths
• Collection, structuring and prioritization of business requirements from the perspectives of IT management, service management and operational roles
• Translation of requirements into target visions, process and role models, decision criteria and traceable deliverables

Environment / Tools: ITIL 4, IT4IT, Operating Model Canvas, SIAM, maturity models Kanban

Unified ITSM framework

• Definition of a company-wide ITSM target picture
• Introduction of a uniform service structure across all business units

SLA and OLA management

• Building a standardized SLA framework
• Definition of service classes (Business Critical, Standard, Low Priority)
• Introduction of OLAs between internal teams
• Building meaningful SLA reporting
• Definition of KPI and service dashboards for business units

Service portfolio management

• Definition of service descriptions
• If needed, preparing possible cost and service billing

Ticketing & processes

• Incident management
• Uniform ticket categories
• Standardized prioritization
• Escalation matrix
• Automations
• Self-service optimization

Request fulfillment

• Service catalog across all business units
• Approval workflows

Problem management

• Introduction of root cause analysis
• Known error database
• Problem review process

Complete asset management concept

• Hardware lifecycle management
• Software lifecycle management
• Leasing lifecycle
• Mobile device lifecycle
• Monitor lifecycle
• Phone lifecycle

Processes

• Procurement
• Goods receipt
• Inventory
• Assignment
• Return
• Disposal
• Leasing return Goal: single source of truth for all assets

CMDB design

• Definition of all configuration items:
• Workplace
• Notebooks
• Monitors
• Mobile phones
• Printers

Infrastructure

• Servers
• Firewalls
• Switches
• WLAN
• Storage
• Backup systems

Cloud

• Azure resources
• Microsoft 365
• SaaS services

Relationships

• User ↔ Asset
• Asset ↔ Service
• Service ↔ Infrastructure
• Location ↔ Asset
• Goal: make all service dependencies visible

Software asset & license management

• License management concept
• License balancing
• Compliance reporting
• Microsoft license management
• Adobe license management
• SaaS management
• Contract management
• Renewal management

Interfaces & automation Existing systems

• Workday
• Joiner
• Mover
• Leaver

TESMA

• Leasing data
• Contract data

Matrix42

• Asset synchronization
• User synchronization

Active Directory / Entra ID

• User management

Microsoft 365

• License assignment
• Group management

Dormakaba

• Access processes

• Lifecycle services

Monitoring platforms

• PRTG
• Palo Alto
• Cisco

Reporting & KPI framework

• Definition of a management dashboard
• KPIs
• Ticket volume
• SLA fulfillment
• MTTR
• First resolution rate
• Asset accuracy
• License compliance
• Change success rate
• Service availability
• Degree of automation

Network redesign support

• Governance
• Support of the network redesign from an ITSM point of view
• Definition of affected services
• Change management structure
• Communication concept

CMDB integration

• Recording of all network components
• Service mapping
• Dependency analysis

Validation of documentation and knowledge base articles

• Network documentation
• Operations documentation
• Standard changes

Monitoring & event management

• Target picture
• Central monitoring concept
• Event management process
• Alerting strategy
• Escalation model

Systems

• Cisco

• Palo Alto

• Fortinet

• Rubrik

• Veeam

• Matrix42

• Azure

• Microsoft 365 Automation

• Ticket creation from monitoring

• Escalations

• Standard actions

Audit, compliance & information security

• ISO 27001 consulting
• TISAX consulting
• NIS2 preparation - consulting
• Audit-ready processes
• Documentation structure
• Evidence tracking in Matrix42

Roadmap

• 12-month roadmap
• Prioritization of all measures
• Quick wins
• Medium-term projects
• Long-term target picture
• Documentation

• Improved the status and performance of the project management unit
• Project leadership for “Project management excellence”
• Operational coaching in crisis projects
• Root cause analysis
• Development and implementation of improvement measures
• Reporting to Head of R&D

• Chief Information Officer with more than two decades of international leadership experience in publicly traded and regulated industrial environments.

• Responsible for the structural realignment of complex, long-standing IT organizations to bring transparency, control, and financial stability.

• Leading global IT organizations with budgets up to €120 million and up to 320 employees.

• Developing and rolling out centrally managed operating models, setting up transparent financial and governance structures, and consistently delivering business-critical platform initiatives (e.g., SAP S/4HANA).

• Focused on restoring decision-making, prioritization, and execution power during transformation phases under increased organizational pressure.

• Leveraging technology as a strategic tool to increase efficiency, stabilize operations, and support sustainable business development.

• Global IT Transformation & Operating Models

• SAP S/4HANA & Platform Harmonization

• Digital Manufacturing & Industry 4.0

• Governance, Compliance & Cyber Resilience

• International Organizational Leadership

• Sourcing & Location Strategies

• Overall responsibility for strategy, governance, budget, and operations of the global IT function with an annual budget of approximately €45 million and an international team of about 95 employees across all locations.

• Direct reporting line to the executive management and close strategic coordination with the CFO and COO.

• Realigned a historically decentralized IT landscape of 28 legally independent entities and separate budget and control logics into a centrally managed, internationally standardized operating model.

• Introduced transparent governance, reporting, and financial structures with clear separation and active management of CapEx and OpEx budgets at the corporate level.

• Established group-wide IT financial and performance management with clear investment prioritization, transparent CapEx/OpEx structure, and active portfolio governance to sustainably enhance decision-making at the executive level.

• By consistently centralizing, standardizing, and harmonizing platforms (including global rollout of SAP S/4HANA), structural complexity was significantly reduced.

• IT cost base was sustainably cut by about 15% while significantly improving performance and service levels and increasing transparency and control for executive management and leadership.

• At the same time, strategically expanded the production IT architecture in the context of Industry 4.0 by integrating MES and IoT systems in OEM-related, safety-critical production environments and building audit-ready governance and security structures while meeting regulatory requirements (e.g., automotive standards, TISAX-like frameworks, global compliance rules).

• Maintained strict focus on strategically relevant initiatives by clearing parallel projects, reducing redundant structures, and establishing clear responsibilities to noticeably increase speed, commitment, and execution power in the organization.

• High international presence with operational responsibility at production sites and an active role as a strategic sparring partner to the executive management.

Responsible for the strategic and operational management of digital platforms in the international environment of Mercedes-Benz Driving Events.

• End-to-end leadership of digital event and e-commerce platforms (webshop, microsites, event pages, on-event mobile apps)
• Interface management between marketing, IT, event management, and external tech partners
• Management of external service providers and development resources
• Introduction and implementation of IT security guidelines
• Successful support and execution of the data protection TISAX assessment
• Budget, timeline, and quality responsibility

• Advising clients on ISO/IEC 27001, TISAX, BSI IT-Grundschutz and GDPR
• Trainer and internal auditor
• Contract management (service and work contracts, framework agreements)
• Coordinating and supporting tender responses
• Developing strategies and measures for clients and new business opportunities (e.g. phishing, online awareness trainings)
• Further developing the governance/risk/compliance offering
• Account management for existing clients and new business acquisition
• Supporting HR with hiring and interviews

• Implementation and support of digital transmission of laboratory report data to various practice software systems according to KVB standards
• Ensuring audit-proof archiving of all laboratory reports
• Developing and implementing sustainable optimization measures to increase efficiency in laboratory operations
• Close collaboration with software providers, practice teams, and the Bavarian Association of Statutory Health Insurance Physicians
• Applying agile methods such as Scrum and tools like Jira, Confluence, and MS Office
• Utilizing AI-driven processes to develop innovative solutions

• Setup and configuration of an M365 tenant on a hybrid basis
• SSO integration of the existing app infrastructure like Metamost, Huhu, etc.
• License consulting, Entra ID initial configuration, MFA, Conditional Access, Privileged Identity Management
• Intune: initial configuration, Windows 11 Autopilot, iPhone AES
• Takeover of the tenant and preparation of a security audit
• Rollout of iPhones with AES (formerly DEP) as COPE (Corporate Owned, Business Enabled)
• Connecting external customers with enhanced security through Conditional Access
• Consulting on cloud-first strategy and migration to a cloud-only business
• Connecting various apps via SSO/SCIM (e.g. Atlassian, Personio, Adobe)
• On-premises AD: security audit and project management for replacing the local AD (migration of file servers, Navision2016, user clients joined to Entra ID)
• Copilot rollout with connection to external data sources and configuration via Intune
• Support for TISAX and ISO27001 preparation
• Setup and hardening of Entra ID, switching MFA to phishing resistant via Conditional Access
• Intune management for Windows and Apple clients, web enrollment switch to AES, introduction of Autopilot, app management, integration of Microsoft Defender
• Building a device baseline for Windows (COBO) and iOS/Android (BYOD)
• Teams/SharePoint Online: access concepts and integration into Teams
• Maintenance and backup of Entra ID and Intune tenants (drift management)
• M365 backup with Veeam
• Extending Conditional Access policies, introduction of Privileged Identity Management with hardware tokens and an on-premises admin tier concept
• Revision of existing GPOs regarding structure, security, and compliance
• Security audit and hardening of on-premises Active Directory and cloud tenant, SAML VPN, PIM introduction
• Support for the HR department in introducing a booking portal and general system engineering administration & security
• Introduction of Conditional Access and passwordless MFA, platform SSO, Defender for macOS/iOS, macOS compliance with Intune, Code2 signature configuration