Alexander Pohl
Senior Interim and Transition Manager - proven in mid-sized businesses and multinationals for change and crisis
Experience
Head of integration for six country subsidiaries
XSYS Holding
- Analyzed the required scope of processes, infrastructure, and SAP for integrating the MacDermid subsidiaries
- Validated proposals from the new service providers
- Managed the collaboration and tracked the tasks of business and IT experts
- Coordinated communication and the PMO
- Created cutover plans in three waves for SAP conversion, Salesforce, and Ariba
Transition Manager for contact center solution
Colt Telecom / AOK PLUS
After the contract award and initial discussions, the client was unhappy, so it was necessary to:
- Create transparency and binding agreements
- Validate plans and inputs from parties and providers
- Define the scope for new channels, systems, processes and call flows to enable up to 80% automation of cases with an AI component in the future
- After successful completion of the first two of six milestones with a proof of concept, hand over to the internal project team
Head of IT transition
MAFA Maschinenfabrik Alfing Kessler GmbH
- Introduced a pragmatic service management with transparent cost and budget planning
- Standardized the process for selecting service providers and products, involving the specialist departments
- Consolidated the application landscape and realigned the IT strategy
- Developed and rolled out the cloud strategy (M365, SAP HANA)
- Defined a security architecture for OT environments and initiated the project
- Created
- acceptance for the expected future IT costs, and
- focus in the specialist departments on realizing the potentials
Carve-out Manager
Deutscher Paketdienstleister
- Created and negotiated cutover and transition concepts as well as ILV
- Compared current and target processes and defined required changes
- Determined transition services
Program Lead – BBB Bergfreunde Business Betterment
European online retailer
- Created a roadmap for modernizing the process and IT landscape (e-commerce backbone)
- Initiated the transition based on business cases of the first sub-projects with Salesforce
Program Lead – 3 Carve-Ins
Global leading chemical manufacturer
- Analyzed existing gaps
- Created a measures catalog
- Initiated integration of outsourced processes and IT systems into the corporate environment with existing service provider partners
Project Management Coach – final phase of the transition
Aventus GmbH
- Created transparency, structure, and communication channels
- Developed a new plan supported by all stakeholders and ensured commitment
- Defined and aligned processes with SAP implementation and master data
- Tested final processes before go-live
Digital Transformation Manager / Interim CIO (50%)
Technical University of Munich
- Developed a framework for digitization in administration
- Conducted portfolio workshops
- Created a roadmap with budget planning and led tender processes
- Developed a workshop on digital leadership
- Supported the CIO transition and took on 50% of CIO responsibilities
Head of Carve-Outs: I, MX and D
Alstom Bombardier Transportation
- Negotiated scope for Mexico
- Managed employee relocation and infrastructure separation
- Designed migration from the existing SAP system
Migration Program Lead
IBM Vodafone Cloud Business
- Integrated the service provider network and the corporate process landscape
- Fine-tuned capacities, security concepts, and SLAs for data center infrastructure
- Initiated the transition with initial SAP pilots
CIO – PMI completion
Fläktgroup Holding GmbH
- Structured decentralized IT operations
- Built trust with management
- Developed and negotiated a unified IT and cloud strategy
- Drove the integration of regional subsidiaries
Program management coach – data center relocation to a service provider
Avectris
- Regained client trust
- Enforced binding deliverables
- Organized ticket handling according to the process landscape
- Improved resource planning and security criteria
Program management coach – carve-out completion
LEAG AG
- Secured completion of the ongoing Vattenfall carve-out despite schedule and documentation issues
Operational program management – data center relocation
IBM Deutschland
- Started and completed the client's postponed data center move into the IBM environment
- Created transparent structures and rebuilt trust
- Carried out partial migrations in waves and supported the main migrations with 350 client and 250 IBM employees
Project manager / coach
TÜV Süd AG
- Restructured the organization and defined the budget for cloud migration
- Carried out the migration of decentralized servers
- Planning go-live for digital data capture for inspectors
- Coached the PM on integrating a new Spanish subsidiary
Project Manager and Lead Negotiator
Tollcollect AG
- Initiated the transfer of client and LAN operations from Telekom to a new service provider
- Defined requirements and led contract negotiations
- Structured internal organization and processes for the transition
Project Manager and Lead Negotiator
E.ON Business Services and subsidiaries
- Developed architecture and budgets for the separation of three carve-out companies
Subproject Manager - Application Portfolio Optimization
E.ON Business Services GmbH
- Led the APO cost reduction program, saving €40 million over 3 years
- Optimized and consolidated the application portfolio
Subproject Manager - Windows Roll-Out
E.ON Business Services and subsidiaries
- Rolled out domains as a company-wide cross-functional area within a matrix organization
Project Manager MIS - Management Information Systems
b.telligent GmbH
- Transferred standard reports from Spreadmart to ad-hoc reporting with dashboards
- Supported integrated cost management in steel production for Arcelor Mittal
DWH and negotiation expert
b.telligent GmbH
- Evaluated and defined the future BI platform
- Planned migration and replacement of Business Objects
Summary
Senior interim and project manager proven at international corporations and in distressed projects. Change, transition and migration in sourcing and business process redesign/improvement initiatives, development and implementation of future strategy and architecture
Alexander Pohl began his career in consulting and auditing after studying economics. From this role, Alexander supported several IT companies in their start-up phase and has been working independently as an interim manager (EBS Executive Program) for 20 years with a focus on services and IT topics. Over the last 10 years, he worked in large organizations as a change and crisis manager, bringing people along on the journey to change.
These years were defined by several troubled projects, with a focus on team building and regaining trust. His experience using agile and systemic approaches made him a bridge builder between different camps, silos and corporate cultures, breaking down barriers and shaping his mission: to give teams confidence, trust and fun in the project – often in the context of digital transformation.
For 30 years, Alexander has been successful as a consultant, coach, CIO and program manager. As an independent interim manager, he is called upon when complex situations require experience and strong leadership.
Skills
Industry Focus
- Retail (Online Or Brick-and-mortar, Wholesale And Mail Order)
- Logistics (Warehousing, Freight Forwarding And Shipping)
- Process Industry Such As Steel Production And Chemicals, Pharmaceuticals
- Plant And Mechanical Engineering, Steel Processing
- Banking, Derivatives Trading, Insurance
- Services And Debt Collection
- Public Sector And Professional Associations
- Utilities (Network, Gas & Power, Trading)
Functional Focus
- Project Management In An International Corporate Environment For Digitization And Business Process Improvement
- Interim Management In Mid-sized Companies For It, Finance And Controlling, Logistics
- In Addition To Classic Management, Business Analysis To Develop A Big Picture And Vision
- Management Expertise From Both The Client And Provider Perspective
- Reorganization Of Processes And Service Provider Relationships In Integration/pmi And Separation/carve-out
- Executive Coaching, Team Development And Coaching In Troubled Projects
Management Style / Working Methods
- Focus On What’s Achievable, Continuously Align The Big Picture With Operational Day-to-day Goals
- Building Bridges: Creating Transparency And Structure, Involving Teams And Bringing Them Along
- Role Model Through Authentic And Agile Action, Hands-on Mentality
It Skills
- Agile Development Methods, Test And Quality Assurance, It Architecture (E.g., Archimate, Iteratec, Uaf, Togaf) And Security, Ticketing Systems (Servicenow, Jira, Otrs), Web Systems, Content Management, Business Analysis And Requirements Engineering, Project Planning Tools, Process Modeling Tools (Camunda, Visual Paradigm, Sparx)
- Management Systems, Business Intelligence, Insourcing And Outsourcing, Lan
- Lifecycle, Security And Master Data Management
- Data Center Migration To The Cloud, Managing Provider Infrastructure With Process Design For Ticket Handling, Virtualization Layers And Their Architecture
- Various Erp Systems Such As Sap, Microsoft Ax, Microsoft Crm, Microsoft Navision, Salesforce, Sugarcrm, Baan Iv, Netsuite
- Databases Such As Db2, Infobright And Infinidb, Ingres, Microsoft Sql Server, Mysql/mariadb, Nosql Databases, Oracle, Postgresql, Sybase, Etl
- Data Modeling With Embarcadero, Erwin, Visual Paradigm, Informatica Powermart/powercenter, Sybase Powerdesigner, Sparx, Talend, Iteraplan, Ms Integration Services, Pentaho Data Integration
- System Management With Azure, Vmware With Vcenter, Linux, Unix, Windows And Veritas Cluster
Languages
Education
FernUniversität Hagen
Diploma · Computer Science
Economics
Certifications & licenses
CISSP
COBIT5
Certified Interim Executive (EBS)
Controllers Certificate
CA Academy private institute for controlling and corporate management AG
Prince 2
Product Owner
Scrum Master
Certificate @IfUS: Restructuring and turnaround consultant
@IfUS
Certificate in systemic complementary consulting (change management)
Königswieser Network, Vienna
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