Lecturer

• Cooperation with schools and introducing pupils to the prospects of MINT professions during the career orientation phase and getting them interested in them.
• Implementation of workshops and AGs in the field of computer science.

Responsible for the strategic implementation and consistent further development of the company's digital strategy. The focus is on strengthening the market position in global competition, developing new business areas and thus securing the future viability of the company.

The common basis of the strategy is the digitalization of core processes, a future-proof IIoT and I4.0 infrastructure, innovative services and a shared understanding of the digital strategy within the ALD organizational units.

The basis for this is to digitally rethink the current strengths and competencies of the ALD organization and introduce modern tools such as Design Thinking or Lean Startup. Innovative, agile service and product development with customer involvement in order to achieve a fast-learning curve and an effective go-to-market.

Areas of responsibility:

• Development of the ALD automation and industrial IT organization, including definition of the business model.
• Development of the strategy for the digital transformation of internal ALD processes in coordination with the IT department and the responsible heads of the ALD organizational units.
• Positioning the ALD-Automation and Industrial IT organization as a digital competence center within the parent organization (AMG Group).
• Definition and implementation of the ALD EXPERT platform strategy.
• Development of a standardized implementation methodology (A²IM).
• Development of new digital services, products and business models.
• Introduction of the COBIT-5 framework for holistic corporate management.
• ITIL-compliant IT services incl. enterprise application management.
• Implementation of the necessary risk and compliance guidelines.
• Introduction and implementation of the cyber security strategy based on ISO 27001, GDPR, NIS2, CRA and EU Cyber Resilience Act.
• Introduction of procedures and processes for responding to business-critical incidents and standards such as ISO 22301, ISO 27031, BSI standard BSI 200-4 on IT emergency management and business impact & business continuity management.
• Development of a smart ISO 50001-compliant energy and resource management system.
• Development of a management system for complex hybrid energy storage systems and smart metering.
• Development and implementation of business and profitability planning.
• Recruitment to implement the defined organizational structure.
• Development of a high-potential development program in cooperation with national and international universities.
• Implementation of a training program for digital transformation and development of the "digital mindset".
• Implementation of the go-to-market strategy.
• Tapping into alternative market potential and developing new sales and growth opportunities through digital products and services.
• Development of a targeted sales strategy and implementation of the necessary measures.
• Implementation of the developed multi-channel marketing strategy.
• Independent acquisition of external customer projects as a strategy for opening up new market potential.

Corporate responsibility and performance:

• Target: 100% self-financing through independent acquisition and implementation of projects outside the ALD organization in the period 2020 - 2023.
• Result 2021: Achieved 57% self-financing.
• Acquisition of the first major global customer. The aim of the collaboration is to digitally modernize the existing production environment with the aim of continuously increasing manufacturing costs and product quality.
• Introduction of an optimized energy management system to ensure legal compliance and reduce energy costs (> 10%).
• Conception and realization of a cyber resilience solution architecture that complies with regulations and laws.
• Result 2022: Achieved 85% self-financing (through external customer business) with 80% target.

Areas of responsibility:

• Interface between the market and the various business units of the SNP Group with their different business models and solution offerings.
• Moderation of the strategy process in collaboration with the SNP Executive Board and the heads of the individual organizational units.
• Identification of market potential to improve the company's market position and innovative strength.
• Implementation of innovative business models.
• Analysis, evaluation and optimization of the solution and service portfolio.
• Increasing profitability through effective use of budgets and resources.
• Management of the change process in cooperation with the international division managers.

Business accountability and successes:

• Introduction of strategic portfolio management.

Areas of responsibility:

• As a member of the Executive Board - responsibility for the global business partner strategy.
• Development of "white spots" - this means company or brand positions that are relevant to success but not yet occupied, which are identified as part of the analysis of innovation potential.
• Direct business responsibility in the countries and regions to be developed.
• Management of business development by identified alliance partners as a strategic goal of sustainable corporate development.
• The most important tasks include:
• Identification of complementary business models.
• Development of complementary product, solution and service models.
• Establishment of a global partner organization.
• Program and project management.

Business accountability and successes:

• Increase in partner sales development from EUR 3.9 million (2013) to > 10.6 million (2015).
• Planning and implementation of a joint venture with subsequent assumption of management responsibility in the newly founded company.

Areas of responsibility:

• As the person centrally responsible for strategic alliances, targeted management of business development through alliance partners. This includes the development of successful business relationships, the identification of complementary business models and the implementation of joint market entries with partner companies as a strategic goal of business development.
• As a member of the Strategy Board: Responsibility for the business strategy and strategic portfolio management for the key offerings (Sustainability & Business Transformation, Consulting and System Integration Services). Coaching of high potentials within the Atos Origin internal career development model.
• As well as for the areas of responsibility:
• Development of new business areas and the portfolio of the Consulting & System Integration Service Organization (C&SI).
• Business development & sales responsibility.
• Realignment of alliance / partner management.
• Development of alternative sales channels.
• Significant generation of additional sales through the implemented partner eco-system.
• Increase in customer/partner satisfaction.
• Coaching of "high potentials" as part of Atos Origin's internal career development model.

Business accountability and success:

• Direct personnel responsibility: 4 employees (direct).
• Sales responsibility: EUR 26 million.

Areas of responsibility:

• The main task was the development of the go-to-market strategy for the energy market, based on a newly implemented business development, consulting & system integration organization.
• Introduction of central portfolio & program management.
• Development of business plans, incl: Industry and customer structure analysis.
• Development of alternative business models.
• Management and expansion of cooperation models.
• Strategic, cross-company project responsibility.

Business accountability and successes:

• Development of an initial solution concept for smart metering.

Areas of responsibility:

• Development of alternative business models.
• Development and management of partner sales.
• Collaboration in the development of the European sales and marketing strategy.
• Support in the development of new sales markets and regions.
• Suggestions for designing the corresponding go-to-market strategy.
• Development & negotiation of individual sales strategies and "make-or-buy" scenarios.
• Identification and implementation of sales projects with significant sales potential.
• New business development for the divisions:
• Complex products, solutions and services.
• Complex service approaches.
• Business Process Outsourcing.
• Managed Infrastructure Service.
• Outsourcing.

Areas of responsibility:

• Winning new business.
• Personnel responsibility 27 MA.
• Sales responsibility EUR 18 million.

Overall business accountability and successes at Computer Associates GmbH:

• Continuous further development of the responsibility framework.
• Greatest individual successes:
• Letters of reference from Innobase, NordIT can be submitted.
• Multiple participation in the Compass Club (world's most successful sales employees).
• Additional letter of thanks from the company's Management Board.

• Personnel responsibility: 17 MAs.
• Significant contribution to the acquisition of the first major customers in Germany (T-Systems, Emil Kriegbaum).

• Significant contribution to the introduction of new control systems and automation software for chassis dynamometers and exhaust gas analysis systems for automotive engineering.
• Project management and customer training for process control and data management systems.
• Customer-specific further development of the software.
• Project responsibility for the first successful introduction of analysis technology in major projects Mercedes Benz, EMPA.

Production of laboratory systems for the sputter, chip and wafer industry. Development of software for computer-controlled systems.

• Software development of computer-controlled devices and automation of computer-controlled systems.
• Development of the first graphical user interfaces for computer-controlled systems.
• Responsibility for your own product line.