Managing Director

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

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.

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.

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!).

• 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.

• 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 %.

• 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).

• 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.

• 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 %.

• 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.

• 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.