Detlef Marsch

Managing Director

Dortmund, Germany
Experience
Jan 2006 - Present
19 years 7 months
Dortmund, Germany

Managing Director

AmenaCon GmbH

Challenging consulting services as well as interim, transformation, program and project management.

Jan 2005 - Dec 2005
1 year
Hamburg, Germany

Board

FinanceScout24 AG

Internet comparison portal with 120 employees.

  • Industries: Insurance, loans, building society savings and investments, Internet.
  • Overall responsibility for P&L.
  • Re-focussing of the business areas.
  • Restoration of operational excellence through numerous transformation projects.
  • Development of a meaningful controlling system.
  • Digitalisation of the B2B business.
  • Restructuring the operational areas.
  • Contract negotiations with cooperation partners and customers.
  • Managing communication with the shareholders in Switzerland (Scout24 AG).
  • Target customers: B2B and B2C, insurance companies, banks and savings banks.
  • Balance sheet reorganisation.
  • Winback of important customers and partners.
  • Stabilisation of the operating business.
Mar 2003 - Dec 2004
1 year 10 months
Duisburg, Germany

Managing Director

GesundheitsScout24 GmbH/later Savartis GmbH

Medical call centre (teledoctor) with 250 employees.

  • Industries: Healthcare, Internet.
  • Overall responsibility P&L with a turnover of 15 MEUR and 250 employees.
  • Restoration of operational excellence and profitability through a comprehensive transformation.
  • Negotiations with the works council.
  • Introduction of processes and roles.
  • Reorganisation with new responsibilities.
  • New remuneration system.
  • Expansion of the service portfolio.
  • Socially responsible staff reduction.
  • Target customers: B2B, health insurance companies and insurers, pharmacies.
  • Turnaround and profitability.
  • Various works agreements with the works council.
  • Introduction of performance-related remuneration (also for doctors).
  • Complete reduction of legacy burdens.
  • Acquisition of new customers, expansion of business with existing customers.
  • Successful preparation of the sale to Vendus Sales & Communication Group GmbH.
Jul 2000 - Dec 2002
2 years 6 months
Stuttgart, Germany

Business Unit Manager

Debitel AG

Network-independent mobile communications company.

  • Industry: Telecommunications.
  • M&A projects.
  • Mobile payment.
  • Mobile Internet.
  • Data-based mobile services.
  • Negotiations with network operators.
  • Management of 25 employees with 3 team leaders.
  • Target customers: B2C (8 million in Germany).
  • 10 % stake in Jamba AG (Samwer brothers).
  • 4.5 % stake in Paybox AG.
  • 250 % growth p.a. in data-based mobile services.
  • Introduction of mobile payment for contract customers.
Jul 2000 - Dec 2002
2 years 6 months
Cologne, Germany

Managing Director

Midray GmbH

Service provider in Germany for mobile services with 40 employees.

  • Industry: Mobile telephony, (mobile) Internet.
  • Overall responsibility for P&L with a turnover of 8 MEUR with 40 employees.
  • Development of own IT services for the purpose of decoupling from debitel AG.
  • Restoration of operational excellence through turnaround and reorganisation of the company.
  • Development and launch of an independent branding.
  • Development of the B2B business.
  • Digitalisation of the Internet Access business.
  • Service provider for Jamba AG.
  • Service provider for Paybox AG.
  • Target customers: B2B, key accounts.
  • 10 MEUR investment with 8 months Payback.
  • Sales growth of 25 % p.a.
  • Establishment of solutions for the mobile internet.
  • Growth in SMS-based sales by 100 % p.a.
Apr 1998 - Jun 2000
2 years 3 months
Karlsruhe, Germany

Business Unit Manager

Fiducia AG

IT Services for V+R Banks.

  • Industry: Banking.
  • Development of the eCommerce & Online Payment division.
  • Trade fair appearances, presentations and publications.
  • Key account management.
  • Secure payment on the Internet.
  • Strategic co-operations and partnerships.
  • Corporate communications (Lotus Notes).
  • Management of 15 Employees and 2 Teamleads.
  • E-Commerce Platform.
  • IBM Notes Systems.
  • Target customers: B2B (Banks and commercial enterprises).
  • Successful establishment of a management development programme.
  • Leading e-commerce provider in the cooperative network.
  • Launch of own mall for bank customers.
  • Replacement of 30 IBM Notes servers with a single AIX server.
Oct 1994 - Mar 1998
3 years 6 months
Stuttgart, Germany

CIO

Koch, Neff & Oetinger & Co. GmbH

Wholesale for the German Book Trade (55 % market share).

  • Industry: Book Trade.
  • High availability of the IT infrastructure and data centres.
  • Application development.
  • Digitisation of the business with publishers.
  • Industry service for German booksellers.
  • Production of electronic catalogues.
  • Area of responsibility: IT, Industry service.
  • Target customers: B2B (German bookshops).
  • 50 % cost savings by replacing an old hardware inventory with a modern solution.
  • Purchasing application with order optimisation.
  • Reorganisation of a WWS system for the company's own customers.
  • First comprehensive online book catalogue on the market (long before Amazon!).
Sep 1988 - Sep 1994
6 years 1 month
Stuttgart, Germany

Division Manager

IBM Deutschland GmbH

  • Industry: IT.
  • System consulting in Baden-Württemberg for trade and service customers.
  • Led 35 employees.
  • Sales volume 450 million DM.
  • Target customers: B2B, retail and service enterprises, publishers.
  • Biggest general contractor agreement with the customer Lidl & Schwarz, 25 million DM.
  • 4 consecutive years of target achievement > 100 %.
Germany

Senior Consultant

AGRAVIS Raiffeisen AG

  • Responsible for specification of the ITSM processes Incident and Release Management based on the ITSM framework ITIL.
  • Examination of implementation options with the SAP Solution Manager.
  • Managing the cutover of an SAP project.
Germany
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Aldi Süd

  • Finalisation and implementation of a demand management process for IT requirements with interfaces to other processes and the service catalogue as an agile project.
Gütersloh, Germany

Interim Manager

Bertelsmann AG

  • For a strategic IT sourcing program for the Corporate CIO with 6 projects to achieve significant savings across the group - planning, controlling, reporting, coaching of project managers, quality management and stakeholder management.
  • Transition of individual provider/service contracts.
  • Development of a system to verify the savings achieved.
  • The planned savings were exceeded by 20 %.
Düsseldorf, Germany

Interim Manager

Henkel KGaA

  • For the development of an international resource management system for the global IT sector to improve cost and capacity control.
  • Planning, controlling and scope management with external partners as an agile project.
  • Realisation of capacity reserves amounting to 25 %.
Düsseldorf, Germany

Interim Manager IT Governance

Henkel KGaA

  • Responsible for the professionalisation of IT service management.
  • Audit of the project management process to determine maturity and initiation of a new project management process based on PMI with group-specific adaptations.
  • Successful group-wide rollout of selected ITIL processes (incident, problem and change management).
Düsseldorf, Germany

Program Manager/PMO M&A IT

Henkel KGaA

  • Responsible for the SAP roll-out & transition of the infrastructure, worldwide, after an acquisition.
  • Management of the carve-out activities on the part of the selling company.
  • Approx. 5000 new SAP users and workstations, server, network and data centre consolidation.
  • 30 individual projects in WEU + CEE + LA + NA + AP.
  • Implementation according to the Henkel project standard, which is based on PMI.
  • Setup of program governance, reporting & controlling.
  • Coaching of project managers - with up to 150 employees (internal and external).
  • Budget: 85 MEUR.
  • People: 300 worldwide.
  • Various tenders for external services with international providers (e.g. Accenture, IBM, HP, Cisco), intensive and global involvement of the business unit concerned.
  • Program completion: in time and quality and below budget.
Düsseldorf, Germany

Program Manager/PMO/PPM

Henkel KGaA

  • Responsible for the migration from SAP BW to Microsoft BI (complete development lifecycle) as well as the transition of services (to Accenture) and hosting (from HP to IBM).
  • Implementation both according to the Henkel project standard, which is based on PMI, and partly as an agile project.
  • 20 individual projects (both waterfall and scrum).
  • Takeover as a turnaround programme (root cause analysis, contract amendments together with IT purchasing and new setup, various escalations) after failure of the first project approach.
  • Setup of programme governance, reporting & controlling, coaching of project managers up to 60 employees.
  • Management of the strategic service partner Accenture.
  • Budget: 20 MEUR All defined milestones were achieved with good quality and within budget.
Düsseldorf, Germany

Programm Manager/PMO/PPM

Henkel KGaA

  • For a strategic program to merge all SCM activities worldwide.
  • Management of an international template team for the redesign of the SAP landscape.
  • Management of the strategic partner Accenture.
Hamburg, Germany

Interim Manager

Netrada GmbH

  • For the professionalisation of IT service management.
  • Conception and creation of 16 SLAs as contract attachments for customers.
  • Analysing and documenting the relevant processes.
  • Objectivisation of service quality reduced ad hoc workload by approx. 20 %.
Riyadh, Saudi Arabia

Senior Consultant

Saudi Telecom

  • Successful introduction of the project management process based on PMI.
  • Development of a PMO.
  • Coaching of customer employees.
  • Active support in the acquisition of customer projects, among other things by applying the introduced project management method.
Straelen, Germany

Interim Manager

bofrost DL GmbH & Co. KG

  • Analysis of the existing business process model and development of a new one, considering the corporate strategy, the need for change, the conception of the day-to-day work of the future and all possibilities of digitalisation.
  • Analysing existing processes and redesigning a completely new process model.
  • Management of the strategic PMO:
  • Control of project portfolio management (up to 40 projects).
  • Management of the project initiation process.
  • Coaching of project managers.
  • Comprehensive reporting.
  • 100 % transparency of all projects and plans at a central location.
  • Ensuring the economic viability of all projects.
  • Direct reporting channel to the advisory board.
  • Close collaboration with all managing directors and division heads.
  • Guidance for the area of process management (all business processes) and IT processes (ITSM).
  • Guidance for the IT area regarding architectures, partner selection and contracts.
  • Management of a strategic program:
  • Greenfield approach.
  • Redesign of the system landscape.
  • Introduction of new end-2-end processes.
  • Beauty contest platform provider.
  • POC for CRM.
  • Identification of the relevant topics.
  • Development of target specifications with all company divisions using the LEAN A3 method.
  • Design and implementation of a POC (proof of concept) with two relevant platform providers (including SAP).
  • Transferring the topics into processes and projects.
Germany

Program Manager

dormakaba International Holding AG

  • Responsible for the SAP rollout in the German subsidiary consisting of 16 projects for the business units Sales, Service, Operation and Finance, considering a later planned S/4HANA transformation (200 people IT and business; 30 MEUR budget).
  • Preparation through a fit template pre-project.
  • Development and formulation of the End2End business processes.
  • Guidance and coaching of the business in the creation of use cases and technical concepts.
  • Introduction of an integration test concept and implementation of integration tests.
Germany

Senior Consultant

hagebau IT GmbH

  • Analysis of existing business processes.
  • Conception and implementation of a tender (NDA, RFI and RFP) for all Managed IT Services with a contract volume of approx. 30 million EUR for a planned carve-out of a business unit.
  • Transition planning of the two data centres into the Managed IT Services of Atos.
  • Development of a new service catalogue and model for internal and external cost allocation.
Summary

Detlef Marsch has many years of experience in top management and has successfully led comprehensive transformation projects in various industries, including retail, consumer goods, telecommunications, healthcare and IT. His expertise lies in bridging management vacancies, restoring operational excellence and managing complex projects and programmes such as transformations or rollouts as well as PMOs. Detlef is known for his pronounced hands-on mentality, his strong problem-solving skills and his ability to quickly familiarise himself with new tasks and environments. He uses his management and methodological skills to optimise business processes and successfully carry out tenders. Thanks to his stakeholder-orientated communication and strong implementation skills, he acts as a sparring partner at C-level to develop and implement profitability-enhancing measures together with senior management.

His systematic way of working, creativity, flexibility and perseverance characterise him as a manager who finds convincing solutions even in challenging situations.

Languages
German
Native
English
Advanced
Education
Sep 1980 - Aug 1988

Technical University of Berlin

Diplom Ingenieur, specialising in measurement and control engineering, electronics and communications engineering · Electrical engineering · Germany

Jan 1980 - Jan 1980

Beethoven-Gymnasium

General higher education entrance qualification · Berlin, Germany

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