Senior PMO + Change Management Lead

Support of a SAP S/4HANA implementation for the end customer Elring Klinger at CBS Consulting GmbH, focus on organization/communication

• Provision of best practices in change management and organizational development
• Development of a change management strategy and planning for the design phase
• Analysis of organizational readiness, definition of sponsor cascade, communication planning
• Stakeholder management: strategy and planning (C-level, regions, others)
• Coaching the project team on all matters of change management and communication

Implementation of a global data integration platform for BASF at five major R&D sites worldwide (DE, APAC, AMERICAS)

• Project setup (governance, processes, reporting, roles, organization, planning, risk management)
• Reporting to management
• Responsible for planning and controlling rollouts
• Leadership of the global PMO team and local rollout teams
• Stakeholder and risk management at all management levels (including C-level)
• Development of communication plan and management of project communication
• Responsible for training and communication across all sites
• Responsible for project marketing and global communication: intranet, newsletters, local promotion activities
• Creation of change management concept
• Conducting stakeholder and impact analysis for the project (identification of changes)
• Coaching and consulting the client on project management and change management
• Creation of a support concept (governance, processes, roles and responsibilities)
• Development of training concept and coordination of training for all rollouts
• Introduction of change management best practices, training of local change and rollout managers
• Management of dependencies with other projects/programs; interface communication

SAP S/4 HANA implementation as part of a global carve-out for ARLANXEO

• Change, impact and stakeholder analysis
• Development and execution of the change strategy
• Establishment and ongoing management of the change network
• Derivation of communication concept and communication plan in coordination with program management
• Development of communication content and texts for various target groups, coordination and implementation of communication measures
• Cascading content through the change network to ensure engagement
• Conducting workshops and meetings with participants of the change network
• Coaching stream leads in all matters of change management and communication
• Implementation of change processes and cascading across the organization
• Maintenance of documentation and ensuring content availability
• Planning, reporting, risk management, scope management

Sanofi SBS PMO Digital Transformation, introduction of global project management standards for Sanofi Aventis AG (SBS) (chemicals and pharmaceuticals)

• Leadership of a project to introduce a methodology standard (toolkit) to implement project management best practices in the company
• Support for the client in developing change management standards, tools and practices
• Support in establishing a transformation program management governance tailored to client specifics
• Stakeholder management and communication

Setup and coordination of change management and communication for a global CRM implementation project (legacy system replacement) for Lufthansa Passage AG (aviation)

• Establishment of project structures (planning, budget, risk management, reporting) for the change & communications workstream (approx. 30 project staff and 2,000 stakeholders worldwide)
• Development of organization, concept, business case, design documents
• Responsible for communication and training (including planning and implementation of communication measures)
• Responsible for implementing change management measures in collaboration with business areas (sales & customer feedback management)
• Ensuring compliance with internal and external requirements (works council, others)
• Stakeholder management
• Support and consulting of the project team on all change management–related questions

Change management and communication for a global process consolidation project for Syngenta Crop Protection AG (agriculture)

• Management of communication in five regions for six workstreams (approx. 60 project staff globally; approx. 2,400 stakeholders worldwide)
• Setup and implementation of project structures, organization, governance
• Leadership of the international communication team, development and execution of the communication plan
• Expansion and migration of a global stakeholder management database
• Cross-program cooperation for risk minimization, synergy and knowledge transfer (e.g. use of relevant tools and databases)

Lead of an international cost optimization project in mobile usage for Novartis Global Sourcing, IT at Novartis Pharma AG (chemicals & pharmaceuticals)

• Setup and implementation of project structures, organization and processes
• Creation of business case, implementation of financial reporting
• Development and management of project plan for piloting and rollout
• Responsible for quality, cost, target achievement and budget
• Ensuring compliance (legal, data privacy), quality management and acceptance
• Coordination of implementation and rollout in 14 countries
• Establishment of a platform for knowledge transfer and best practice exchange
• Development of target organization (project to line), transition management
• Stakeholder management and communication

Setup, implementation and leadership of a PMO including management of a strategic provider (mobile operator and service provider) within a global outsourcing initiative at Novartis Pharma AG (chemicals & pharmaceuticals). This comprised five major programs in IT, infrastructure and mobile telephony

• Planning, coordination and monitoring of the rollout worldwide (76 countries in scope)
• Country-level transition and transformation (contract takeovers, implementation of global processes) to introduce a worldwide ‘Assetless Managed Mobility Service’
• Transition and transformation of data services (server management by outsourcing partner, takeover of Blackberry, OBMG and HSMD services)
• HR, knowledge transfer, takeover of contracts with third-party providers
• Risk management for the entire program
• Management of the outsourcing partner
• Leadership of intercultural teams, coordination of subprojects
• Ensuring target achievement according to business case
• Ensuring program compliance (legal, regulatory, IT)
• Leadership of PMO, especially conception, setup and implementation of organization and processes
• Project planning, reporting, risk and issue management
• Monitoring status, progress, target achievement, dependencies
• Change & stakeholder management, communication
• Coaching and consulting of workstream leads
• Development of target organization (project to line) as well as transition management and handover

Rollout and multiproject management for the IT department (CBS BOT: Customer Billing & Services: Backoffice Technology) at Deutsche Telekom AG (formerly T-Online AG) (telecommunications). Responsible for development, delivery and go-live of various software and infrastructure projects

• Definition of IT and architecture requirements
• Resource planning for departments (development, configuration, architecture design, technical provisioning HW/licenses, deployment, go-live, commissioning/maintenance)
• Coordination of involved departments
• Coordination of training and support structures (as needed)
• Ensuring compliance (esp. SOX)
• Risk and task force management, e.g., system optimization and stabilization in live operation
• Setup and coordination of a task-force core team
• Definition of communication and escalation paths, roles and responsibilities
• Monitoring, defect tracking, timely escalation, prioritized defect resolution
• Risk and issue management and reporting
• Cross-unit management of involved organizational and operational units

Contribution to the implementation of a software asset management project (license management) for Bayer IT Services at Bayer AG (chemicals and pharmaceuticals)

• Development of the target organization for the introduction of software asset management
• Design of role assignments and skill profiles
• Design of interfaces to the target process architecture
• Communication planning

Contribution to the in-house consulting department focusing on optimization of sales processes and sales costs at Deutsche Bahn AG (logistics/transport)

• Analysis of sales channels and channel mix
• Analysis of sales IT architecture (cost, system and functionality requirements)
• Evaluation of alternative architecture models
• Development of cost model and recommendations for cost optimization

Leadership and facilitation of workshops on CRM strategy and implementation for various SMEs in Germany (including DeLaRue, BIRCO, PPA)

• CRM strategy and planning
• CRM software selection and architecture
• Change management requirements

• Needs and market analysis
• Strategy development and creation of market offerings
• Setup of resources (external, internal) and strategic partnerships

Process and change management for international IT implementations

• Change management: design and implementation of a global communication and change program
• Responsible for communication planning and execution (stakeholder analysis, media analysis, message development, scheduling, media design)
• Development of change management service offerings for SAP projects for an internal profit center (development, marketing, documentation, sales support)
• Customer support and user help desk (Deutsche Telekom, Hoechst/Celanese): setup of help desk for billing system migration, design and implementation of organization and SLAs, organizational and personnel development (training concepts, staff selection, training)
• Rollout management (Deutsche Telekom): nationwide rollout coordination (migration preparation, branch reorganization, risk and issue management, troubleshooting)
• Process analysis and modeling for custom manufacturing (Clariant, Basel): as-is capture, process description for custom manufacturing (masterbatch), point of contact and coach for business unit leader, GAP analysis of existing SAP prototype