Business Consultant and Managing Partner

Bid for the German passenger car toll. Preparing a proposal for setting up the systems and the authority to introduce and manage the so-called infrastructure charge ("German passenger car toll"). Subproject manager for the processes team for non-local payers (approx. 5 external FTEs + approx. 5 internal FTEs).

Registration, authorization, and billing of toll transactions. Development and rollout of a registration, authorization, and billing system for road usage fees with fuel card companies. As project manager, responsible for the contract and negotiations of the legal team, two IT service providers and approx. 10 internal staff.

System for collecting road usage fees. Assisted and acted as deputy lead of a project to develop and implement a cross-border, terminal-based system for collecting, monitoring, and billing road usage fees based on a virtual vignette (approx. 40 internal project staff, 3 IT service providers).

Backlog creation for monitoring and control systems for a gas transmission network. Created a backlog as part of the tender documents for redesigning the monitoring and control systems (SCADA) of a gas transmission network operator. Coordinated the workstream for technical and architectural requirements.

Dispatch optimization for facility management. IT project manager in a program to optimize dispatch in a facility management group:

• Requirements analysis
• Solution design
• Implementation in CAFM, ERP, and related systems
• Acceptance testing and go-live.

Functional analysis of complex legal matters and creation of functional designs as part of the new development of a business application for a financial services company.

Contributed to the development of a comprehensive IT strategy for a financial services company; developed a migration strategy with a cost-benefit analysis for a central, business-critical legacy application.

Created a customer analysis for a financial services company with 1,100 employees to develop an optimal rollout strategy for a custom business application.

Design of a billing system. Led a planning project to expand the billing component of a business-critical application for the financial services subsidiary of a media group. Had functional project responsibility for five team members.

System integration for a major client. Connected the accounting department of a large retail company to the systems of the financial services subsidiary of a media group. Had functional project responsibility for six team members.

Supported the execution of a comprehensive process analysis of all core processes in the main business area of a financial services company; redesigned the organizational structure.

Rollout of an in-house IT development. As subproject manager, responsible for the functional design (Phase I: requirements analysis, user acceptance testing, design, cost-benefit analysis) and for the organizational implementation (Phase II) in the rollout at a financial services company.

Process analysis. Supported the implementation of optimization potentials identified during a process analysis for a financial services company.

Review of an SAP implementation project in the purchasing, sales, and warehouse management areas of a mid-sized wholesale company. Developed a recommendation for project restructuring and replanning.

User acceptance test for SAP implementation. Managed a user acceptance test (functional acceptance test) for the SAP modules MM and SD and the pilot interfaces (PI) at a mid-sized wholesale company. Responsible for planning the testers' knowledge development, creating the test specification, and overseeing the test execution.

Development of a new billing system. Client-side planning of a project to develop and connect various systems to the central billing system for value-added services (e.g. road usage fees). Coordination of the project phases - planning, requirements analysis and specification - with the hired general contractor.

Creating a tender for the technical migration of a core system. Analyzing potential vendors, developing a multi-stage and structured selection and evaluation process. Requesting bids from shortlisted candidates and evaluating the proposals.

Creation of functional specifications. Creation of functional specifications for business processes around cashless purchase and billing of fuels, operating fluids, toll services, or, for example, workshop services. Core team size: 5 employees plus temporary experts.

Preliminary study to replace a billing system. Analysis of the application landscape of a fuel card company. Parallel mapping of current processes in the form of SIPOCs. Development of a target application landscape using the Quasar Enterprise method. Drafting a replacement strategy for the old billing systems for fuel and toll transactions in the form of a roadmap with effort and cost estimates. Core team size: 6 employees (approx. 5 FTE) plus temporary experts.

Development of a framework agreement and initial (agile) service statements with the development partner of a fuel card company for the gradual replacement of core systems. Coordination and negotiation with the development partner's representative and the involved lawyers.

Rollout of a contact center suite. Supporting the project manager of a telecommunications service provider (including project commissioning, planning and billing) in the global rollout of a contact center suite (ACD/IVR components) in the call/service centers of an automotive group.