Finn Roeder
Senior Management Consultant
Experience
PMO
ebm papst Mulfingen GmbH & Co. KG
The goal of the project to enable all strategic initiatives to successfully report their progress on a monthly and quarterly basis. The Transition Office was directly placed and initiated by the CEO of the company. Thereby Lead of the projects were only on SVP, VP and director level. Goal was to ensure future viability The tasks included:
- Program Governance Support: Assisted in maintaining the planning and utilization of resources at an optimal level, ensuring alignment with program scope, quality, and timeline constraints.
- Meeting and Communication Strategy: Facilitated the organization of critical meetings including Steering Committees, Working Groups, and All Hands Meetings. Managed the preparation of materials, ensured timely creation of meeting minutes, and coordinated meeting logistics.
- Project Reporting and Coordination: Collaborated closely with Project Managers to support the preparation and delivery of comprehensive reports on project deliverables. Engaged actively in project coordination and ensured effective communication across all levels of project staff.
- Deliverables Oversight: Oversaw the monitoring and control of project deliverables to ensure they met the stringent requirements of the program.
- Change Initiative Coordination: Supported project managers in assessing and evaluating the impact of changes on the integrated program management plan.
- Project Management Certifications: Trained in Prince2, IPMA and Certified Scrum Master as well as Product Owner
- Problem-Solving: Demonstrated a proactive approach in identifying and resolving issues promptly and efficiently.
- Analytical and Organizational Skills: Exhibited strong analytical abilities with exceptional organizational skills, working autonomously within structured and unstructured environments.
Project Lead
BMW AG
The aim of the project was to steer the budget newly implemented reduction process for all European markets. The agencies had to reduce their budget by 10% and I lead the consulting team that steered the whole process for all European markets including the core market Germany
- Budget Strategy: Implementation of a newly created regional hub to reduce costs and efficiency.
- Stakeholder Management: Steering of agencies, BMW representatives (incl. Marketing/Sales board member) and NSCs.
- Process Implementation: Creation of a regional hub to improve steering of agencies on regional level
- Project Support: Preparation for weekly Board member presentation
The core challenge of the project was to align all stakeholder on the new roadmap. We had to train the agencies and BMW to fill out the new process and align on a short time frame the new process with Market leads and agency partners to cover commercial coverage for 2024 in Europe.
Project Manager
BMW AG
The aim of the project was to lead the one integration stream of the transformation of BMW's sales and marketing strategy within different departments of BMW through digital innovations and the enhancement of the myBMW website. This was essential for elevating the brand's customer experience and sales potential.
- Marketing/Sales Strategy: Improvement and implementation of the new overall Marketing/Sales FSM Strategy of BMW
- E-Commerce Functionalities: Integration of newly defined functionalities and user flows to improve conversions
- Product Development: Starting with a conceptual phase for integrating a new customer supporting function for BMW Germany and MINI
- Product Backlog: Maintenance and prioritization of user stories related to sales strategy innovations, VIN<> Customer Pairing, and new content strategies on the myBMW website using tools such as Jira and Confluence.
- Stakeholder Management: Orchestrating collaborations with a diverse range of stakeholders, from internal sales and marketing teams to external web development and content strategy agencies.
Initially, the core emphasis was placed on improving the VIN<> Customer Pairing functionality of BMW and MINI to strengthen customer-brand relationships on the myBMW platform. Moreover we concepted the strategy for implementing How-To Videos for BMW Germany and Global. Throughout this period, forging effective partnerships and stakeholder engagements was key to the project's succes
Project Management Office
Bosch Building Technologies GmbH
The aim of the project was to develop a cutting-edge predictive maintenance solution for fire alarm systems, ensuring reliability and prompt fault detection.
- Product Development: Creating a new product from scratch – starting from the idea over designing first mock-ups to fully implementation
- Product Backlog: Maintenance and prioritization of user stories related to predictive maintenance, anomaly detection, and alarm functionality in the product backlog (Jira and Confluence)
- Development Teams: Steering of the international development teams involved in building the maintenance solution and the integration of the alarm systems
- Stakeholder Management: Coordination of the various stakeholders involved in the project, both from fire safety equipment providers and maintenance firms
- Project Lead: Development and implementation of the Predictive Maintenance Algorithm (PMA) to anticipate and address potential system failures
- Cyber Security: Challenging cyber security standards for the newly developed platform and reviewing security concepts
Initially, the focus was on creating the Predictive Maintenance Algorithm (PMA) and analyzation platform to analyze fire alarm system behaviors and predict possible malfunctions. Additionally, the task involved harmonizing the development teams dedicated to hardware and software integrations. During this phase, collaborations were established and managed with various stakeholders.
Product Owner/ Project Manager
Porsche AG
The aim of the project was to develop the next generation infotainment system from the Porsche Maccan and Taycan for the Chinese market.
- Product Backlog: Maintenance and prioritization of user stories in the product backlog (Jira and Confluence)
- Development Teams: Steering of the international development teams (China and Germany) as well as execution of the daily scrums
- Stakeholdermanagement: Coordination of the different stakeholders (internal as well as external) during the project
- PI- Planning: Planning of the next Product Increment (PI) within SAFe as well as execution of product demos in Germany
- Project lead: Implementation of Real Name Registration Platform (RNR) for Porsche Brand China market specification
- Project Management: Preparation of Daily team steering events as well as prepation for Middle Management reviews
Initially, the focus was on implementing the Real Name Registration (RNR) process required by the Chinese government. Furthermore, the task was to coordinate the development teams in China and Germany. Here, various stakeholders were coordinated both internally and externally. (e.g. Tencent, Cariad, 3rd party app developer)
Vice President Commercial
Biorena GmbH
- Head of the Commercial Department at the VC - Backed (Picus Capital) eCommerce Food Delivery Brand
- Management of 13 employees (Purchasing, Supply Chain, Procurement, Product)
- Margin improvement of 7%
- Implementation of OKRs
- Lead in building the web store (Shopify, ERP system and UI/UX).
Scrum Master
ProGlove (Workaround GmbH)
Goal of this Project was to develop and analyse the previously analysed Plattform. The development included
- Architecture: Setting up a greenfield architecture for the newly designed plattfom
- Security concepts/APIs: Conception of different security strategies for the plattform
- Development Teams: Steering of the development teams as well as execution of the daily scrums
- Stakeholdermanagement: Coordination of the different stakeholders (internal as well as external) during the project
- Product Backlog: Maintenance and prioritization of user stories related to predictive maintenance, anomaly detection, and alarm functionality in the product backlog (Jira and Confluence)
Consultant
ProGlove (Workaround GmbH)
Goal of this Project was a market analyses and conception of new Software features supporting the hardware glove. As a Project Lead I helped implementing the software features as well as:
- Analysing: GAP analysis and competitive analysis to identify potential sweet spots for pricing strategies
- Project Set up: Set up of all different working streams as well as organizing and handling different working streams
- Stakeholdermanagement: Coordination and handling of various stakeholders management as well as tester, developers.
- Sprint Planning/retroperspective: responsible for sprint planning and quality assurance within the development teams.
- Problem solving: Solving of road blockers for development teams and management team to succeed with the project
Co-Founder/COO
Regio Delivery
- Establishment of the operating business
- Interim management of the marketing department (increase of AOV by 13%)
SAP Consultant
S.Oliver Bernd Freier GmbH
The content of the project was the complete analysis and current behavior of the webshop of s.oliver B2C. The goal was to improve all current functionalities and potential for conversion improvements.
- Analysing: UI/UX Analysis to develop state of the art user flows
- Paid Ads Analysis: In Depth analysis of current functionalities and potential improvements
- Stakeholdermanagement: Coordination and handling of various stakeholders management as well as tester, developers.
- Project Management: Preparation of steering committees as well as Powerpoint Preparation for management, this also included budget steering and budget allocation within integration teams
- Sprint Planning/retroperspective: responsible for sprint planning and quality assurance within the development teams. (SAFe approach)
- Problem solving: Solving of road blockers for development teams and management team to succeed with the project
Management Consultant
B.edgile Management Consulting GmbH
- SAP Consulting – Focus topics FI/CO, IM und SD
- Agile Coaching of various Project teams (Rheinmetall, S.Oliver etc.)
- Product Owner – S.Oliver Fashion Relaunch
Project Manager/ PMO
Elektronik Praxis
The content of the project was the Search Engine Optimization (SEO) based revision of the homepage. The focus was on generating new traffic and increasing the visibility of the magazine online. The basis here was the revision of all texts, as well as adaptation of the structure of the homepage and all associated metadata.
- Scheduling and resource planning: Organisation of different stakeholders and participants during the project
- Stakeholder management, monitoring: Coordination of various Stakeholder. Management level as well as truck drivers to implement the digitalization
- Creation and implementation of changes: To improve SEO ranking of the online presence
- Further development and co-design of processes and standards
- Independent management Journalists and Developers: Thereby I analysed requirements assessment to planning and documentation within the compa
Project Management Office (PMO)
International medical technology wholesale
Content of the project was the process design in close cooperation with the customer in internationally staffed design and deep dive workshops. Specification of the designed processes and customizing for the procurement-side logistics.
- Coaching SAP/SCRUM: Coaching of all relevant employees and companys included within the development process. As well as coaching of SAP R3 users to use S4/HANA. Teams varied from 5-15 people in various countries (USA, China, Germany)
- Stakeholdermanagement: Coordination and handling of various stakeholders management as well as tester, developers.
- Spring Planning/retroperspective: responsible for sprint planning and quality assurance within the development teams.
- Resouceplanning: Close connection to management, Product Owner and Project leads to make resource allocation efficient
- Problem solving: Solving of road blockers for development teams and management team to succeed with the project
Product Owner/ Business Analyst
Ericsson L.M
The content of the project was the analysis of the internal communication of the general digital strategy of the telecommunications group. Here, the external appearance of the group as well as the internal communication target communication was evaluated through a large number of interviews (national and international). At the end of the project, concrete recommendations for action were made, and a technical solution was proposed and implemented.
- Business Analyst: Process Identification and Analysis
- GAP- Analysis: Recording of the current status of internal communication as well as identification of problematic nodes
- Recommendation for action: In the recommendation for action, various technical solutions were presented that are already available as well as the combination with in-house development.
- Product Owner: Accompanying the development process by steering the Scrum teams and recommending the switch to SAFe for the entire group. This involved developing our own tools and backend architectures for internal communication. Here I coordinated the Scrum teams and pushed them forward with the vision.
Project Manager / PMO
Siemens Technology Accelerator GmbH
The content of the project was the assessment of a potential market for an already developed software and hardware architecture. In the course of this, various interviews were conducted with potential customers (automobile manufacturers) as well as OEMs. Based on interviews and historical market figures, from markets with similar characteristics, a forecast for the profitability of the technology was created.
Project Lead
Geiger Unternehmensgruppe GmbH
The content of the project was the process recording in the processing and production area. Furthermore, a sustainable CRM system was to be implemented in order to increase customer loyalty. Here, processes that are currently still processed in writing were to be 100% digitized and visualized. The existing processes were to be mapped using BPMN 2.0. An optimization analysis followed. The recommendations were then implemented by the project team.
The Project included the following tasks as a Project lead:
- Scheduling and resource planning: Organisation of different stakeholders and participants during the project
- Stakeholder management, monitoring: Coordination of various Stakeholder. Management level as well as truck drivers to implement the digitalization
- Independent management of IT projects: from requirements assessment to planning and documentation
- Control and monitoring of milestones, schedules and tasks: Management of Milestones and Tasks through the use of the Atlassian Cloud (Jira – Confluence as knowledge base)
Freelance Consultant
+27 Projects
- Product Owner: e.g. Implementation and development of a pricing strategy followed by thetechnical implementation and refinement of the product for an industrial scanner manufacturer in Munich
- Business Analyst: GAP and process analysis for Erricsson Sweden
- Project management/product owner: e.g. Porsche SE - development of the infotainment system of the Maccan and Taycan for the Chinese market
Consultant
Roland Berger Strategy Consultants
Project example: The content of the project was the market analysis of the European steel scrap market and the development of a forecast model with different micro- and macroeconomic factors which should predict the development with the most important customer, Turkey. The customer was a leading competitor from Germany.
Further projects:
- Post-merger integration: Support of a company integration after the sale in the FMCG sector
Consultant
Roland Berger Strategy Consultants
- Various restructuring projects in the metal scrap processing industry
- Post-Merger Integration