Philipp Dietrich - Senior Project Consultant

Ingolstadt, Germany

Experience

Belgium

Further development of the financial control model for IT costs within the framework of the agile transformation from a project portfolio to a project & product portfolio
Creating transparency in IT costs and defining cost allocation to products and projects based on causation
Harmonizing planning, control and reporting structures at group level
Developing the operating model for group controlling, implementing roles and responsibilities
Supporting the ERP transition to SAP S/4 from the controlling department
Harmonizing planning, control and reporting structures after the merger of two companies
Establishing the group controlling department – coaching department management, defining the operating model including roles and responsibilities (starting with about 4 employees, target organization approx. 20 employees at two locations in Germany and Belgium)
High change management component – reorganization of operational IT management from projects and services to a product portfolio, synchronization of financial processes with operational management

Replacement of existing ERP systems with accompanying process harmonization and migration to SAP S/4HANA in individual subsidiaries of a manufacturing company
Focus: Commercial management of the program and leadership of the PMO team (interim manager)
Commercial program management: Development and controlling of the overall program budget (OPEX/CAPEX). Release of required funds upon gateway achievement. Synchronization of the program budget with the company's overall planning
PMO: Together with program and project management, planning and controlling, committee and issue management, coordination of cross-departmental topics, standardization of project management tools (Office 365, JIRA, resource planning, …)
Divergent initial situation regarding processes, technologies, language and requirements within the group as challenging factors
After crisis situation (time/budget), a strategic realignment of the program was initiated and operationalized in cooperation with program management
Establishment and successful implementation of effective governance structures
Creation of cost transparency and establishment of commercial control processes
Stable program roadmap, transparent and consistent execution of the various projects within the program
Sustainable rebuilding of trust across all company governance instances

Transformation of the IT company from a classic project environment to a fully product-based environment (agile)
Focus: Implementation of new financial processes and integration into international corporate processes regarding planning, control and reporting
Budget planning and forecast management for the new organizational and cost center structure, planning of product budgets in terms of cost object accounting
Development and presentation of management reporting on budget, forecast and actual performance. Creation of a driver model to capture product teams' value creation and their contribution to the group’s strategic growth topics
Development of a portfolio investment report on budget, actual performance and value driver development (KPIs)
Integration of operational and financial management in agile products, establishment of clear budget responsibilities
Creation of complete financial transparency for products and their value levers – costs for further development, operating costs, management and investments, as well as value driver KPIs
Harmonization of 15 heterogeneous IT budgets of subsidiaries (country companies) into a single IT budget for the corporate group

International efficiency and profit enhancement program
Focus: Establishment and leadership of program controlling and PMO for the overall program
From scratch: company financial processes (tracking, traceability, …)
Definition of areas of action
Target setting in € by area of action (turnaround, new business, sales & margin, indirect spend)
Development of the program methodology (overshoot, evaluation, …)
Training of the program community
Operationalization of program execution
Central coordination of all activities for defining measures, implementation and tracking of monetary benefits
Regular reporting to all stakeholder groups (CFO, shareholders, …)
Actionable targets for the involved country companies including definition of over 1,500 individual measures to achieve set goals
Clean integration of program objectives and results into all company financial processes (tracking, traceability, …)
Synchronization of program activities in an international corporate group with strongly decentralized structures and countries
Successful project completion after a 4-year duration including demonstrable target achievement
Development and management of more than 1,500 individual measures in 15 countries with a controllable result effect of €450 million
Decentralized corporate structure increased coordination and control effort

Replacement of the decentralized returns process with an organizationally and economically optimized process
Transition of the status quo into an efficient, centrally managed reverse logistics with components:
Cost savings through centralization
Value creation through marketing strategy
Complexity reduction by reducing warehouse locations and service providers
Operational transparency through implementation of a reporting system
Cost savings of €1 million p.a. through process optimizations
Introduction of a central returns warehouse, replacing decentralized storage locations
Implementation of A/B/C categories in assessing product condition upon receipt
Increase of A-grade goods rate through refinement process in the returns warehouse
Reduction of returns through a "no RMA" process in the customer contact center
Development of a KPI-driven monitoring and reporting process
Revenue increase through marketing of B/C goods