Philipp D.
Senior Project Consultant
Experience
Belgium
Senior Project Consultant
Energy / Critical Infrastructure
- Further development of the financial control model for IT costs as part 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 actual drivers
- Harmonizing planning, control, and reporting structures at group level
- Developing the operating model for group controlling, implementing roles and responsibilities
- Supporting the ERP migration to SAP S/4 within the controlling department
- Harmonizing planning, control, and reporting structures after the merger of two companies
- Setting up the group controlling division – coaching the department head, defining the operating model including roles and responsibilities (started with about 4 staff, target organization around 20 staff at two sites in Germany and Belgium)
- High change management component – reorganization of operational IT governance from projects and services to a product portfolio, synchronizing financial processes with operational management
Commercial Program Management & PMO Team Lead; PMO
Food and Non-Food Production / Retail
- Replacing existing ERP systems with process harmonization and migration to SAP S/4HANA in individual subsidiaries of a manufacturing company
- Focus: commercial control of the program and leading the PMO team (interim manager)
- Commercial program management: developing and controlling the overall program budget (OPEX / CAPEX). Approving required funds after gateway milestones. Synchronizing the program budget with the company's overall planning
- PMO: in collaboration with program and project management, planning and control, committee and issue management, coordinating cross-functional topics, standardizing project management tools (Office 365, JIRA, resource planning, …)
- Divergent initial situation in terms of processes, technologies, language and requirements within the group as challenging factors
- After a crisis situation (time/budget), a strategic realignment of the program was achieved and operationalized in cooperation with program management
- Building and successfully establishing effective governance structures
- Creating cost transparency and establishing commercial control processes
- Stable program roadmap, transparent and consistent execution of the various projects within the program
- Sustainable rebuilding of trust across all governance bodies of the company
Finance Transformation Lead, PMO (role assumed from a responsible line function)
In-house IT Company
- Transforming the IT company from a traditional project setup to a full agile product environment
- Focus: implementing new finance processes and integrating them into the international corporate processes for planning, control, and reporting
- Budget planning and forecast control for the new organizational and cost center structure, planning product budgets in line with cost object accounting
- Building and presenting management reports on budget, forecast, and actuals. Setting up a driver model to capture the value creation of product teams and their contribution to the group's strategic growth topics
- Setting up portfolio investment reporting on budget, actuals, and KPI development
- Integrating operational and financial control in agile products, establishing clear budget responsibilities
- Creating full financial transparency for products and their value levers – costs for development, operating expenses, management, and investments, as well as value driver KPIs
- Harmonizing 15 heterogeneous IT budgets of subsidiaries (country companies) into a single IT budget for the group
Program Controlling Lead, PMO (role assumed from responsible line function)
Multichannel Retail, Consumer Electronics
- International efficiency and profit improvement program
- Focus: building and leading program controlling and PMO for the overall program
- From scratch: company finance processes (tracking, traceability, …)
- Defining key areas of action
- Target setting in € by action area (turnaround, new business, sales & margin, indirect spend)
- Developing the program methodology (overshoot, evaluation, …)
- Training the program community
- Operationalizing program execution
- Central coordination of all activities for defining measures, implementation, and tracking 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 the set goals
- Clean integration of program goals and results into all finance processes of the company (tracking, traceability, …)
- Synchronizing program activities in an international group with highly decentralized structures across countries
- Successful completion of the project after a 4-year duration including demonstrable goal achievement
- Developing and managing over 1,500 individual measures across 15 countries with a result impact of €450 million
- Decentralized group structure increased coordination and management effort
Project Management / Line Responsibility (role assumed from responsible line function)
Online Retail
- Replacing the decentralized returns process with an organizationally and economically optimized process
- Transitioning 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
- Introducing a central returns warehouse, replacing decentralized storage locations
- Implementing A/B/C categories for assessing product condition at goods receipt
- Increasing the A-grade product rate through a refinement process in the returns warehouse
- Reducing returns through a 'no RMA' process in the customer contact center
- Setting up a KPI-driven monitoring and reporting process
- Revenue increase by marketing B/C goods
Summary
Transformation expert for finance, controlling & project management I design and optimize finance, controlling, and project management processes across industries – from energy and manufacturing to IT services, retail, and online commerce.
My focus is on harmonizing planning, budgeting, reporting, and cost allocation as well as integrating agile project and product portfolios with financial transparency.
Value creation through structure and efficiency: I implement clear operating models, standardize finance processes, and optimize project governance. I support ERP transformations, improve forecasting and budgeting processes, and redefine cost structures – for sustainable growth and operational excellence.
Languages
German
NativeEnglish
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