Partner

Verenburg Consulting GmbH is a specialized IT consulting firm that helps companies plan, manage, and implement complex IT projects. As Founder and Managing Partner, I am responsible for the professional and strategic leadership of the company as well as the operational execution of client projects.

The role involves leading transformation and digitization initiatives and introducing sustainable, efficient, and user-focused IT solutions. I work closely with management, business units, and IT organizations to ensure clear decision-making structures, transparent communication, and measurable value.

Responsibilities:

• Strategic consulting for digitalization and modernization of IT and organizational structures
• Professional and strategic leadership of rollout and transition projects
• Planning, management, and controlling of IT projects using traditional and agile methods
• Development, expansion, and implementation of IT Service Management processes (e.g., based on ITIL)
• Design and support of organizational change processes as well as introduction of new role and process models
• Development and implementation of change management measures for sustainable adoption of new ways of working
• Leadership, coaching, and development of project teams, including workshop facilitation and management formats

Focus Areas & Expertise:

• Rollout and transition management for international and national IT implementations
• IT Service Management (Service Transition / Service Operation / Process Design)
• Project Management (waterfall and agile, e.g., Scrum, SAFe, Prince2)
• Organizational development and transformation of operational and service models
• Change Management based on recognized models (e.g., ADKAR)
• Strategic digitalization consulting, including requirements analysis and process/system evaluation

Working Style: The work is characterized by a strong value orientation, structured and solution-focused approach. Technical understanding is combined with a business perspective to ensure sound decisions, efficient processes, and sustainable results. Clear communication, transparency, and close alignment with all stakeholders are at the core.

Project Description: The corporation implemented the tool Serviceware Financial for the following processes to optimize the automation level of ITFM processes:

• Cost planning
• Price calculation
• Chargeback to internal cost centers
• Management-level reporting

Besides implementing Serviceware Financial, consulting focused on process optimizations of the previously used IT controlling processes. To ensure the required processes ran smoothly in the tool, close collaboration between business and technical requirements analysis was key. Traditional standardized and coordinated software development processes—developing requirements on a development system, deploying to a quality instance for testing, and final go-live—alongside an agile project setup based on Scrum were critical success factors. Scrum worked well as a framework for controlling tool implementation, process consulting, and teamwork between business and technical staff. On one hand, there was full transparency on the status of each workstream; on the other, results could be presented promptly and changed requirements adapted easily.

Role:

• Project Manager

Tasks:

• Project management
• Coordination of involved parties (Serviceware Consulting, Serviceware Development, Wacker Chemie Business, Wacker Chemie IT)
• Process design
• Requirements engineering
• Technical consulting
• Business consulting
• Project reporting (stakeholder-specific)
• Establishment of a standard project methodology

Methods / Technologies:

• IT project management, project coordination
• Stakeholder-specific reporting
• Scrum
• Agile requirements engineering (user stories)
• Escalation management
• Environment/Tools: MS Office, MS Visio, Camunda BPMN, Serviceware Financial

A global support organization of a financial services provider faced major challenges: no standardized processes within operations, heterogeneous tool landscape, unclear roles and responsibilities, and poorly defined interfaces to delivery and customers. The goal was to build and introduce a structured and functional IT Service Management organization with automated processes, solid governance, supportive tools (under the principle “Tool follows Process”), and to achieve employee buy-in and adoption. The ITSM NEXT project addressed all these points with a strategy consulting team and implemented them step by step in the organization using an agile framework.

Role:

• Management Consultant / Consulting Team Lead

Tasks:

• Management and C-level executive consulting
• Organizational development
• Project management
• Agile transformation
• ITSM process design and optimization
• Preparation of RFIs/RFPs
• Sourcing
• Requirements management

Methods / Technologies:

• IT project management, agile, project coordination
• Jira, Confluence, Microsoft Planner, Visio