Program / Service Manager Operations & Projects

• Client: Thüga Smartservice GmbH (IT service provider in the energy sector)
• Span of control: 20 FTE / 2 direct reports
• Drove short-term organizational and commercial changes:
• High sensitivity in leadership to restore team cohesion
• Introduced dispatching for better load distribution
• Staffed internal and external support
• Defined and established processes
• Reorganized the ongoing S/4 Hana program by replacing or adding external consultants, staffing 20 FTE within 4 weeks
• Launched new project resource and budget planning, established missing processes and commercial transparency
• Contribution: Stabilized and expanded team & structure (reduced turnover by 50%). Set up missing processes (requirements, incident and change request management, capacity/resource planning, foundation for a project portfolio management system), served as sparring partner for management.

• Client: Celle-Uelzen Netz GmbH (energy sector, 700 employees)
• Led kVASy billing project as part of a BPO
• Special task: Drafted a high-level concept for implementing requirements and demand management, including executive decision template
• Evaluated and clustered group requirements and expectations for IT, prepared presentations for executives
• Delivered on time, on budget, and in quality.

• Client: Düsseldorf Airport GmbH (IT service provider for aviation, 2,200 employees)
• Assessed a joint venture for the airport as basis for strategic recommendation (pursue or exit)
• Completed transparent, fact-based assessment using a custom Methodology Cube / Criteria Map
• Produced an indicative company valuation
• Analyzed overarching processes, organizational structures, and current IT status (infrastructure, applications, operations)
• Delivered recommendations & decision template for shareholders
• Managed complex share- and stakeholder structures
• Emotional intelligence was key to project success
• Project controlling (based on earned value)
• Delivered on time, on budget, and in quality
• Contribution: Provided transparent, fact-based assessment and indicative valuation for all parties (public and private), enabling shareholders to make an informed decision.

• Client: Celle-Uelzen Netz GmbH (energy sector, 700 employees)
• Clarified corporate goals and defined IT objectives
• Advised and supported development of an IT strategy and detailed action areas.

• Hamburg-based strategy and management consultancy guided by the values of the honorable merchant.
• Built a new, self-sustaining firm advising management and entrepreneurs in corporate and SME environments.
• Innovation management to create new business fields:
• DiNa4 – Succession in 4 Phases
• Kontinnovation® – New business fields under digitalization
• Further internal focus: CFO and CIO.
• Active project assignments (excerpt shown separately).
• Current headcount: 7.
• Successfully executed a company succession by setting clarity and goals.
• Established the “Die Unternehmensgefährten” brand in the B2B market in northern Germany.
• Created new business fields with double-digit profit margins.

• Client: E.ON Business Service GmbH (40,000 employees)
• Assignment duration: 3 years.
• Planned, controlled, and built an interim site for a new HR shared service company in Berlin, onboarding the first 75 employees.
• Expanded and managed financial planning for three corporate units (forecast, mid-term planning, budget approvals, cost controlling).
• Set up new departments, e.g., demand management, for the new shared service company, including change management.
• Built group-wide HR program management for business and IT, with financial structure and controlling (cost driver).
• Selected and set up an interim location for the shared service company.

• Client: ecoop services SE
• Span of control: 20 employees.
• Assignment duration: 5 months.
• Commercial branch manager with high acceptance.
• Built up the branch.
• Created structures and processes.

• Client: Bartling Landtechnik GmbH (10 employees)
• Assignment duration: 4 months.
• Supported succession planning.
• Introduced financial processes and control logic.
• Managed change alongside the transition.
• Jointly prepared and moderated bank and tax advisor meetings for a mid-six-figure investment – final approval of the loan.
• Served as sparring partner to the senior owner.

As Head of Support Management:

• Led contract management (negotiation, quality assurance, and commercial reviews of SLAs).
• Commercial control (contribution margin II) of the system house.
• Revenue responsibility over €35 m.
• Internationalized application business and processes – set up in Bulgaria and Benelux (process & method roll-out).
• Central, recognized contact for application support topics and operational transition.

As Head of Business Relationship Management Pan European Gas:

• Sales responsibility for Pan European Gas.
• Revenue responsibility over €70 m.
• (Partial) project lead for group projects, e.g.:
• Cost saving programs
• Optimizing commercial reporting – clarity over variety.

Contributions:

• Created clarity in customer communication and lasting problem management, building trust and high customer satisfaction (NPS from -10% to +70%).
• Strengthened E.ON IT’s positioning within the group.
• Reduced SLA-based operating costs by 15% in 2 years.
• Cut test operating costs by 30% with a 70% test automation rate.
• Standardized setups for further international application support process roll-outs.
• Achieved broad acceptance for interdisciplinary communication boards.