Crisis Management, Restructuring, CRO, CIO, M&A

Apart from regular day-to-day CIO business, the key aspect of the assignment was to bring back passion and motivation to corporate IT, thus initiating a changing self-understanding of its own role and responsibility. After a long period without an existing CIO in office, this mainly included marketing for the CIO domain, restoring the dysfunctional communication between CEO and IT (same goes for certain C-Level), addressing issues such as a lack of overall working demand management or heavy budget topics.

Even only step by step possible, the initially agreed goals to establish predictability and improve efficiency were fulfilled by rolling out an IT roadmap for each C-Level domain and taking strong measures related to one of the IT departments and establishing IT governance and a new target operating model.

As a temporary Board Member commissioned by the CEO to undertake necessary crisis-management for an IT subsidiary (world-wide ≈1.200 FTE's / group-wide ≈8.000 FTE's) within a holding structure in the logistics/warehouse sector. Company faced severe losses caused by different factors mainly in project business.

Key achievements:

• Crisis management procedure with as-is analysis
• Short-term measures via task force for stabilization
• Implementation of organizational changes
• Development of short-term strategy
• Product strategy improvements
• Skills & academy restructuring
• Internal and external collaboration enhancement
• Internal communication & change management

Leading a multi-side, cross-departmental ERP implementation in China to success after taking over (turnaround)

Definition of Core-IT Strategy on C-Level at a national incumbent Telco Holding (FTE's: ≈ 32k)