Interim PMO | MVPMO: PMO setup in 8 weeks | GPM Supervisory Board

Rubix is Europe’s largest supplier of industrial parts and maintenance solutions (approx. 3 bn AC turnover, private equity owned). Reported to the COO of the DACH subsidiary, leading a major restructuring project.

• Project Governance: Established robust governance structures (project charter, governance plan, communication structures), ensuring transparency and executive alignment.
• Logistics Restructuring: Consolidated multiple distribution centers into two central hubs, optimizing cost efficiency and service levels.
• Team Leadership: Directed a core team of 9, guiding planning and execution in a dynamic, fast-paced setting.
• Project Planning: Developed and validated a comprehensive project plan, translating high-level milestones into actionable work packages.
• Risk Management: Implemented risk register and root-cause analysis to proactively mitigate project risks.
• C-level Reporting: Presented project status and recommendations to the Steering Committee (CEO and executive board).
• Stakeholder Management: Managed alignment and engagement with diverse stakeholders in a private equity context.
• Budget Oversight: Managed a project budget exceeding 3million AC, delivering on time and within scope.
• Key takeaway: Effective project governance and clear communication are essential for stakeholder alignment and successful transformation.

Putzmeister is a global manufacturer of concrete pumps with about 3,000 employees. Based at headquarters in Aichtal, reported to the Group CEO, covering two full-time corporate development roles.

• Strategic Project Leadership: Led complex carve-out project implementation involving five new legal entities and diverse stakeholder expectations.
• ESG and Compliance: Led LkSG (German Supply Chain Act) and CSRD compliance, including software selection, double materiality assessment, carbon accounting, and ESRS reporting.
• ESG Strategy: Designed ESG strategy and governance.
• C-Level Facilitation: Moderated strategy platform and workshops for C-level leadership.
• Key takeaway: Simplicity is crucial for stakeholder engagement.

DUMONDO GmbH is an e-commerce business marketing sustainable household and baby textiles through Amazon in Europe. Grew from zero to high 6-figure revenue.

• Startup Leadership: Directed the start-up, growing the greenaDu brand through operational excellence and portfolio expansion.
• Legal and Tax Compliance: Managed legal framework and tax implications for GmbH operations in Germany and the EU.
• Brand Building: Built a sustainable brand and expanded product portfolio.
• Lean Startup: Applied lean startup methods and business model canvas.
• Sustainable Product Development: Developed bio-based, biodegradable, plastic-free, and locally manufactured textiles.
• Supply Chain Management: Oversaw supply chain from fiber to final product.
• Sustainable Marketing: Targeted environmentally conscious customers.
• Key takeaway: Modern business models offer significant opportunities for sustainability.

B. Braun is a global med-tech and pharma company with 64,000 employees, headquartered in Melsungen. Reported to the Head of Corporate PMO.

• PM Standards: Conceived and implemented a corporate-wide project management standard, including IT systems, guidelines, and templates.
• Portfolio Management: Covered project and portfolio management across construction, R&D, manufacturing, engineering, and IT.
• Methodology: Enhanced PM knowledge and identified suitable methodologies (waterfall, agile, scrum, kanban, lean startup).
• PMO Establishment: Supported the establishment of new PMOs across the organization.
• Knowledge Network: Led the corporate knowledge network for project management.
• Key takeaway: Agility is essential in complex problem-solving.

Hexal AG is the German subsidiary of Sandoz (25,000 employees), the generics arm of Novartis. Based at the Sandoz Development Center in Holzkirchen, reported to the Head of Local Project Management.

• Drug Development: Managed generic drug development from planning to launch.
• Portfolio Collaboration: Partnered with the global portfolio management group.
• Multi-Project Management: Managed up to 30 projects in parallel.
• Team Leadership: Led cross-functional teams (5–15 people) in a matrix environment.
• Product Launches: Developed solid dosage forms for launches in various regions.
• Value Maximization: Led RxGx projects to maximize group value.
• Key takeaway: Networking is vital in large organizations.