Philipp Dietrich

Senior Project Consultant

Ingolstadt, Germany

Experience

Belgium

Senior Project Consultant

Energy/critical infrastructure

  • 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

Commercial Program Management & Head of PMO Team; PMO

Food and Non-Food Production/Retail

  • 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

Finance Transformation Lead, PMO (assumed role from responsible line function)

Group-owned IT company

  • 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

Head of Program Controlling, PMO (assumed role from responsible line function)

Multichannel Retail, Consumer Electronics

  • 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

Project Management / Line Responsibility (assumed role from responsible line function)

Online Retail

  • 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

Languages

German
Advanced
Dutch
Elementary