Head of the “Individualization” Initiative

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)

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)

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)

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