Jan-Christoph Wiemann

Managed the holding company Officium GmbH with P&L responsibility for the corporate group

Responsible for billing, contract management, field service, procurement & supply chain, customer care, and ESG reporting

Managing director in 13 portfolio companies of Officium GmbH

Post-merger integration of acquired companies

Member of the advisory board at Einhundert Energie GmbH

Member of the supervisory board at Thermomess AG (until September 2024)

Close collaboration with the private equity firm Arcus Infrastructure LLP in London

Defined the strategic positioning and developed the corporate strategy

Digitalized and standardized scalable business processes across portfolio companies

Harmonized the hardware portfolio and managed strategic supplier relationships

Established a shared services center for billing

Completely restructured portfolio companies and transferred business processes to sister companies

Implemented company-wide policies, including an ESG policy with associated processes and KPIs

Set up ESG reporting

Initiated and further developed the change management process within the group

Represented the company at industry associations and customer events

Expanded the customer portfolio

Developed a company-wide KPI standard

Responsible for IT operations

Conducted due diligence for new M&A activities in the operations area

Digitalized scalable process modules within the group

Established a shared service center for billing

Harmonized the hardware portfolio

Fully restructured portfolio companies and transferred business processes to sister companies, including the sale of business units

Completed an ESG certification according to the GRESB standard

Advanced a scalable commercial concept and successfully marketed it to key account customers

Implemented a strategic pricing concept across the group

Strategically and operationally built a new Product Management – Modular Core Service department with personnel responsibility

Squad Leader and Product Owner for an international innovative digital service in an agile development environment

End-to-end responsibility and development of digital services with a customer-centric approach

Defined and created a product vision and product strategy

Defined the product backlog and aligned with stakeholders within the group

Analyzed and conceptualized a new strategic business model option using Lean Startup methodology

Conducted market and potential analysis and developed new digital services

Identified and defined key topics for the product roadmap

Collected and consolidated standardized and customer-specific requirements for the core services

Defined and created a modular product architecture (microservices)

Defined and introduced a new company-wide service development process

Further developed the product strategy

Developed a new digital product in the energy service sector across the entire value chain for multiple core markets with more than 10 people in the core team and over 70 in the development teams

Built and established a new Product Management service department

Supported the company-wide digital transformation process

Developed and introduced a new group-wide service development process in an interdisciplinary team

International product and portfolio management for the group

Development of an international radio product strategy for foreign markets

Overall project management for products (end-to-end responsibility): international radio system, product portfolio for the USA and new services for various international markets

Sub-project management in the development of a new device generation

Development of an international radio product strategy

Topline growth effect through projects like the international radio system and various new services

International roll-out of the "symphonic 3 radio net" radio system

Establishment of an international requirements management tool