Full responsibility for delivering and strategically developing IT services
Contributing to shaping the company’s overall strategy
Reorganizing the organizational structure and processes
Team leadership
Selecting and onboarding a successor
Closely aligning IT services and their development with the business roadmap
Initiating and steering strategic initiatives to modernize the IT landscape
Actively supporting the reorganization of the company’s entire structure
Project management for selecting, designing, and implementing a new eCommerce infrastructure
IT strategy consulting at the CxO level and IT leadership
General project management tasks (budgeting, risk management, steering committees, internal expectation management, etc.)
Steering the functional design and implementation as Chief Product Owner
Structured and transparent selection of the strategic partner
Successful contract negotiations
Project delivery including website Go-Live on time, on quality, and on budget
Transitioning the project organization into a product organization for ongoing development of the eCommerce infrastructure
Functional and organizational setup of the Organization Development division
Driving the active development of Natsana GmbH’s organizational maturity (structure and processes)
Establishing internal services
OKR management
Project portfolio management
Continuous optimization
Department support
Company-wide change management
Active participation in executive management as head of organizational development
Recruiting and team leadership
Quickly creating a sketch of Natsana’s future organization (“Natsana OS”)
Initiating a tailored OKR process
Establishing an agile approach to building the team and services in day-to-day operations
Noticeable impact of the division’s services within weeks
Functional and organizational setup of the Digital Business Platforms division
Priority project: Implementing a D2C platform based on various Salesforce Clouds (including B2C Commerce, Marketing, Service) and integrating it into the existing IT landscape (via MuleSoft Cloud)
Vendor management and project management
Functional design and steering as Functional Architect
Change management for the Natsana D2C strategy
Recruiting and team leadership
Salesforce D2C platform Go-Live within 5 months of vendor selection
Establishing the division’s structure and processes as a digital product organization
Setting methods to break down company strategy into operational execution (based on scaled agility with SAFe and OKRs)
Setting up a sustainable business development workflow to expand INFOnline GmbH’s service offerings
Custom mix of approaches from various fields (Design Thinking, Lean Portfolio Management, etc.)
Hands-on involvement in activities (e.g., customer interviews, ideation workshops)
Management consulting for integration into the existing organization
Initial workflow design
Building an ideas backlog and validating with customers
Establishing a continuous improvement workflow
Designing the Agile Working Model for delivering technical solutions (e.g., Salesforce CRM, customer portal) in the Global CX program
Merging multiple projects into a program organization focused on delivering business and customer value
Step-by-step implementation of a scaled agile organization based on SAFe®
Agile coaching at program and team levels
Organizational consulting at the interfaces with DEKRA’s existing organization
Gradual development of an agile product organization for the CX program
SAFe® readiness check and development of the 2022 organizational development roadmap
Coaching on agile methods and leadership at all levels (strategic, tactical, operational)
Selecting new reservation and mid-office systems
Analysis, design, and support of implementation (mindset, processes, technology)
Vendor management
Change management
Creating and applying a custom provider selection model based on expected value in Boomerang Reisen’s core processes
Successful vendor selection and negotiations
Introducing agile methods in the implementation to quickly generate value from the software rollout for Boomerang
Facilitating strategic development of the “1IO One Infrastructure” initiative (around 600 employees)
Analyzing services delivered and teams’ working models
Designing and implementing tailored, value-oriented working models per service (from traditional to scaled agility SAFe®)
Sparring partner for agile product teams on methods or content
One-on-one coaching of employees
Building the 1IO initiative based on the current state and vision & strategy
Introducing situationally adapted working models (Waterfall, LEAN, Scrum, Kanban, SAFe®)
Initiating and coaching the LACE team for SAFe® Agile Release Trains rollout
Developing employees and processes (evidenced by positive feedback from one-on-one coaching)
Facilitating and providing input for updating the IT strategy
Supporting analysis and selection of various software components (e.g., accounting, mid-office)
Project management and product ownership for various topics
Agile and team coaching for IT teams
Maintaining stable IT operations during the COVID crisis
Creating post-pandemic strategies to prepare for recovery after COVID
Flexible deployment in areas and roles that provided the most value to the client at the time
Product ownership of a prototype for a smart digital assistant for Porsche customers
Cross-departmental agile coaching
Interface between management, stakeholders, and the development team at Porsche Digital GmbH and Porsche AG
Created an MVP for the complex and technologically demanding digital assistant product within months
Established agile ideation, requirements, and development processes across the company
Advising the management board and leadership team on digitalization, IT strategy, and modern organizational models
Interim head of “Digitalization” division (03/2018 – 09/2019)
Strategic and methodological development of IT teams and the project management office
Embedded digitalization and leadership aspects in the successful M&A process from TUI to the new investor
Integrated digitalization into the organizational structure and processes
Shifted classic leadership models toward leadership
Increased IT delivery volume and quality through consistent agile methods adoption
Led the selection process for a CRM system
Led the Salesforce CRM integration project (from 03/2019)
Product owner for parts of the CRM system
Structured and objective selection of the CRM system
Successfully completed complex contract negotiations with Salesforce and partners
Quickly deployed the first Salesforce components within weeks of project start through an agile setup and internal alignment
Clients:
Today we have more knowledge and technical possibilities than ever before. I want us to use these possibilities positively for people, society, and companies. My contribution is to advance digitalization, leadership, and modern organization in practical project work with a combination of experience and modern thinking, fulfilling the task and helping the people I work with grow.
Interim Manager
Project Manager
Coach & Consultant
Product Owner
Digitalization
Leadership
Modern Organization
Business Agility (SAFe®)
LEAN Startup
Digital & Agile Mindset
Openness and Empathy
Pragmatism
Broad know-how and cross-functional thinking
Broad IT know-how
Salesforce ecosystem
eCommerce shops
Data Analytics
Travel IT
Trust and responsibility as a basis
Servant Leadership
Digitalization is a tool, not an end in itself
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