Unternehmensberater

Development of an eBusiness platform based on Magento with multible sub-projects: Multi Language, Multi Shop with different business models B2C, B2B, development of a warehouse management system with special requirements for organic products (lot accounting), integration of DMS (including creation of rule and AI-based tagging of emails), integration of prebilling, accounting, integration of payment and logistics service providers, integration of marketplaces (eBay, Amazon Seller, Amazon Vendor), integration of marketing, adaptation to new regulatory requirements (complex VAT requirements, EU-OSS, organic accounting, etc.), development of several microapplications as process tools, creation of controlling tools and data analysis, development of rule-based apps for fraud detection and prevention, credit scoring, address checking, KPI analyses, automation of dunning, optimization of fulfillment processes, marketing KPI, connection to DMS, several highly complex updates including rollout, virtualization of the hardware basis, migration to a private cloud, catalog and content management, evaluation of identity check systems

My roles in the project: In addition to the overall coordination of IT development with a multinational team of freelancers and operations, my tasks were: worldwide purchasing including commodities, finance, HR/payroll/controlling, operational and strategic marketing, analyses (SQL), process development, logistics shipping, import, sea and air freight, change management, business cases. The project was carried out with 3 major migrations (so that IT can follow the growth of the company) in 12 epics and over 100 sprints using the SCRUM method.

Tools: Magento, Selenium, Mysql, Jira, Tomcat, Apache Camel, Aiveo, Redmine, Bit, Docker, nginx

In spring 2024 I had to experience that redundancy, backup and standard security technologies are sometimes not enough. After a fire in the data center and the total demolishion of both of our servers, it took us 8 weeks to get the company's entire IT system up and running again from scratch.

A process management system was developed for a regional energy supplier, which then served as a model for similar group companies. Process improvement potential was determined using KPIs. Other focal points were Maco and trading processes, the documentation of network processes in geoinformation systems, metering and debtor processes, and a uniform interface structure.

My role in the project: Program Manager, Analyst (actual and target, business cases), Coach, Business Analyst, Data Manager, Test Manager, Change Manager

Technologies: ARIS, Camunda, jBoss, sharepoint, SAP IS/U, Allegro, various CAD

CRM/PRM Project

• Projekt Leader in BSS (SAP) - OOS (various) Integration Projects
• Project Manager Process Redesign and Implementation Provisioning, Billing, Inventory Incident Management; Business Model
• Data Cleansing, Reference Data and Migration especially on background of a German Tax Authorities Audit
• Development of a AI based Pricing Tool

• Business concept and process reengineering
• Network concept
• Project planning
• Distributed application

• Strategic decision memo for the upper management
• ROI analysis, analysis of existing business processes, and systems, technical and business requirements
• Group overall integration planning, tendering of products and services
• Definition of sales and backoffice processes
• Personalization and cross-selling strategy, European localization
• User Tests and User experience

Implementation of a partner support structure, actually a three level customer and partner hotline; all aspects of a callcenter project, beginning with qualitative and quantitative demand evaluation, technical planning, product assessment, risk management etc. ending with organizational implementation, technology rollout (Aspect ACD, Ericson CTI middleware, Remedy trouble ticket, complex integration in various production systems) and agents training and knowledge systems.