Filip Kulka

Led high-impact projects related to IT implementations, business process optimization, and organizational change management (e.g. NASDAQ listed US retail company)

Providing strategic insights and leadership throughout the project lifecycle

Leading the preparation and management of both public and private tenders, including crafting RFPs, evaluating vendor proposals, and guiding clients through the selection process to ensure the best fit for their business needs (e.g. ELI ERIC)

Driving change management, helping clients navigate transitions by developing communication plans, training programs, and stakeholder engagement strategies

Collaborating with C-suite executives to ensure alignment between IT projects and organizational strategic goals

Received the senior project manager role to take over and realign the data warehouse implementation project for Czech ministry through crisis management, ensuring on-time progress thanks to leading the development and implementation of the project representing the IT department where improved cross-departmental collaboration of IT and other divisions, enhancing overall project delivery.

Led strategic project from scoping through analysis to development of actionable recommendations for process improvements

Crafted project strategy and managed the deployment across the organization

Coordinated cross-organizational partners and leveraged Agile and LSS methodologies to drive successful project outcomes

Utilized business analysis techniques, such as risk assessment and issue analysis, to identify and mitigate potential challenges

Facilitated change management initiative within BSO and BPI, ensuring smooth transitions and stakeholder alignment

Delivered a global re-design project for RTR Intercompany processes

Successfully delivered the deployment of the Celonis process mining platform in the RTR department.

Focused on finance processes (FI, CO, AA); acted as SME for the overall inventory reporting and product costing policy process; responsible for training, documentation, and cross-entity process standardization

Collaborated with local business on establishing an internal center of expertise, challenging the status quo

Supported quality improvement of transferred processes from local business using Lean Six Sigma methodology (5S)

Drove the CI project and RPA implementation for inventory reporting and costing

Designed new standardized reporting for UK entities, used for the whole finance reporting

Built a strong error detection system with automated reconciliation, enabling RPA of the process

Introduced a new MEC process for the UK with an emphasis on standardization for rolling out to other entities (Lean Six Sigma project).