Senior IT Manager

• Project lead of different Projects / Programs.
• Carve out – mother company to be sold.
• Merging subs into our company.
• Planning new Warehouse: Discussing the structure of the new warehouse and office building with architects and construction companies. Mapping the necessary IT infrastructure.
• Process optimization: Identify, examine and adapt processes in all departments.
• IT Security: NIS2 / ISO 27001 dependencies reviewed, and implementation options discussed.
• Independent Planning, Management, and Completion of Programs: Aligning with corporate goals and stakeholder requirements.
• Defining Goals, Schedules, and Budgets: Collaborating with relevant stakeholders.
• Creating and Maintaining Detailed Program Plans: Including risk analyses and communication strategies.
• Identifying and Proactively Managing Risks, Dependencies, and Challenges: Developing countermeasures.
• Promoting Cross-Departmental Collaboration and Coordination: Between internal teams, stakeholders, and external partners.
• Monitoring Program Progress: Regularly reporting status and results to management.
• Ensuring Adherence to Best Program Management Practices: Continuously optimizing internal processes.
• Supporting and Mentoring Junior Team Members: Fostering their development and improving knowledge sharing.

• Taking Over the Global SAFH IT Team: Leading a global IT team of 58 employees and integrating the Haldex IT team with 32 employees. Planning and implementing the full IT integration of Haldex AB.
• M365: Implementing and integrating Outlook, Teams, and Active Directory.
• SharePoint: Customizing SharePoint for collaboration.
• Data Center: Consolidating and optimizing data centers.
• Network: Integrating and optimizing network infrastructure.
• Cyber Security: Implementing Multi-Factor Authentication (MFA) to enhance cybersecurity.
• ERP Strategy Planning: Developing an ERP strategy considering MS Dynamics and SAP ECC.
• ITSM Tool Selection and Planning: Selecting and implementing a new IT service management tool.
• Supplier Selection for Office Hardware: Selecting new suppliers for office hardware and leasing providers.

• Planning and Coordination of 4 Work Packages:
• Renewal of the Entire Network Infrastructure: Modernizing and optimizing the entire network environment.
• Renewal of the Data Center Environment: Handing over data center services (DCaaS) to an outsourcing partner.
• Renewal of Office Hardware: Introducing Windows 10 and Office 365 on new laptops and desktops.
• Replacement of the Telephone System: Implementing a VoIP solution to improve communication.
• Structuring All IT Topics: Systematically organizing and managing all IT-related tasks and projects.
• Prioritizing Projects: Closely coordinating with management to set project priorities.
• Transformation of the Microsoft IT Landscape: Restructuring and optimizing the IT infrastructure considering cloud and on-premises solutions.
• Analysis and Migration: Critically reviewing the entire Microsoft IT landscape, inventorying, clarifying dependencies and challenges, migrating critical applications, and implementing security solutions.
• Investment and Resource Planning: Planning necessary investments as well as scheduling and resource planning for successful project execution.
• Project Implementation: Executing projects according to the priority list, including monitoring, tracking, and conducting regular and daily SCRUM meetings.
• Documentation and Quality Assurance: Ensuring documentation and quality assurance of all requirements.
• Questioning IT Organization: Analyzing and optimizing the IT organizational structure.
• Creating Acceptance: Involving the ICIG Shared Service Center in all processes to create acceptance and support.

• Taking Over the Local IT Team: Leading the local IT team and managing external providers (15 employees).
• Building a Global IT Team: Establishing a globally operating IT team at four locations (Germany, Netherlands, China).
• Preparing for Company Spin-off: Preparing for the spin-off on a technical level, IT infrastructure, and services.
• Maintaining Daily Operations: Ensuring ongoing operations and production processes.
• Infrastructure Analysis: Analyzing the existing infrastructure (servers, networks, hardware, services).
• Planning a Global Standalone Operation: Planning a potential global standalone operation.
• Managing Tenders: Managing tenders for SAP and IT services.
• Executing the IT Carve-out: Implementing the actual IT carve-out process.

• Responsible for the work packages Business Continuity Management (BCM), IT & Data Security, and Revision for the Sub-Project Service Infrastructure.
• Defined services and processes for the client and in cooperation with subcontractors.
• Established interfaces between the client and subcontractors.
• Conducted workshops to ensure alignment and understanding.
• Monitored actions and escalated issues when necessary.

• Supported the overall program management of the global harmonization infrastructure project.
• Managed the entire project lifecycle for the global infrastructure harmonization.
• Coordinated regional rollouts to support large ongoing infrastructure projects.
• Assisted with the coordination of IT aspects for the integration and harmonization of Merck sites.
• Gathered requirements from stakeholders and coordinated planning with multiple technical and non-technical teams across Europe and UAE.
• Developed and continuously updated project plans, including milestones and regular calls with IT teams.
• Prepared and presented status updates to steering committees at various management levels.
• Monitored project status and risks, identified and prioritized risks early, and escalated issues as needed.
• Planned disaster recovery for each location with the global DR team.
• Managed project and budget using the HP-PPMC tool.

• Led a frame project consisting of four sub-projects.
• Built up infrastructure and data center in Singapore.
• Established a service hub in China.
• Developed a service catalog covering Singapore and China, including invoicing, payment flow, and pricing of services.
• Migrated applications from India to the new data center in Singapore.
• Established a meeting and reporting structure for the projects.

• Managed different rollout projects in 11 EMEA countries.
• EuroServer Rollout: Led the project team, prepared locations, planned the rollout with the customer and rollout team, controlled the budget, and handed over to delivery.
• DMS (Desktop Managed Service) Rollout: Led the project team, planned the rollout with the customer and delivery team, prepared training sessions for technicians and customer employees, and coordinated with logistics, onsite teams, delivery, and customer.

• Established and managed the Project Management Office using Houston Project Management Methodology for the Spare Parts System Renewal Project.
• Supported project management with leadership tasks.
• Continuously monitored and communicated project status, identified and managed issues and risks.
• Planned and moderated workshops.
• Created presentations for management.
• Documented work results.

• Coordinated the project and operation team during the transformation (server and application).
• Examined and adjusted the handover/cutover process and documents.
• Established work packages.
• Set up a reporting structure.
• Worked closely with the integration manager of the other Operation Centers (OC’s).

• Led an international T&T project team with 60 members.
• Managed the NW rollout, SAP migration, non-SAP applications, service desk, client rollout, and cutover planning.
• Managed a budget of 12 million euros.

• Acted as the direct conduit between the customer and SIS GWSS AP OSS transition & GOSS (Global Operation Support Services).
• Assisted with enabling GOSS and their Local Country Providers (LCP).
• Ensured appropriate ramp-up of GOSS selected vendors in all relevant countries, including: tracking agreements with LCPs and escalating as needed, tracking the ramp-up of technical resources utilized by GOSS/LCP in each country, and ensuring LCPs had all access requirements to customer sites and systems as well as Siemens tools and systems.
• Worked with the Customer GWSS AP OSS Trainer to ensure all required Train-the-Trainer sessions were conducted for LCPs.
• Tracked Dell certification for GOSS selected LCPs, ensuring all required parties were certified per agreed timelines.
• Assisted GOSS or their LCPs to ensure they were set up as Authorized Warranty Providers for BASF APAC.
• Ensured proper knowledge transfer was completed with the incumbent.
• Managed GOSS/LCPs from a service “cutover” perspective and ensured proper ramp-up/PE exercises were completed prior to go-live.
• Acted as the single point of contact (SPOC) for GOSS/LCPs post go-live.

• Assisted management during the planning period.
• Reviewed proposals and selected providers.
• Developed concepts for full outsourcing, virtualization, and file and print services.

• Defining and continuously adjusting the international IT strategy and standards regarding applications, system landscape, and information architecture.
• Leading internationally staffed project teams to implement IT strategies.
• Setting and monitoring the IT budget (€5 million).
• Creating tenders and selecting and managing service providers using SLAs.
• Monitoring international IT trends, identifying relevant technologies and processes, and preparing and supporting implementation in collaboration with service providers.
• Selecting, managing, and coordinating suppliers and service providers.
• Defining and evaluating KPIs, presenting results to management.

Projects:

• SAP Implementation ERP 6.0: Resizing the old SAP R/3 system. Cleaning up material and customer master data. Involved departments: Finance, Controlling, R&D, Logistics, Repair, Warehouse.
• BlackBerry Introduction: Implementing and integrating BlackBerry devices.
• BI Tool Comparison Analysis: Conducting a comparison analysis for business intelligence tools.

Global Consulting for Project & Program Management

• Merger & Acquisition (M&A) IT-related: Leading and executing IT-related M&A projects, including due diligence and post-merger integration.
• Separation, Integration, Carve-out Projects: Planning and implementing separation, integration, and carve-out projects to optimize IT structures.
• Transition & Transformation Management (T&T): Managing transition and transformation projects to adapt to new business requirements and technologies.
• Program & Portfolio Management: Managing and overseeing programs and portfolios to ensure the achievement of strategic goals.
• Business Process Outsourcing: Developing and implementing outsourcing strategies to increase efficiency and reduce costs.
• International Interim & Project Management: Developing and implementing outsourcing strategies to increase efficiency and reduce costs.