Marcus W. - Advisory, Program & Portfolio Management in the global "Cyber Security Digital Compliance" area

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Südbrookmerland, Germany

Experience

Mar 2022 - Jun 2023

1 year 4 months

Advisory, Program & Portfolio Management in the global "Cyber Security Digital Compliance" area

Solution Engineering

Project for a client in the chemical industry (99,700 employees)
Budget: up to 9 million euros, program staff: up to 80 international people including leading project managers
Lead program risk manager in the global IT CyberSecurity initiative
Strategic consulting for the "Digital Compliance Management" department alignment
Revision of portfolio management (demands & projects) within the division
Facilitating requirements workshops and leading digital compliance and risk assessment projects

Nov 2021 - Jan 2022

3 months

Design of an IT governance framework

Solution Engineering

Project for a client in the process engineering industry (18,200 employees)
Budget: up to 9 million euros, program staff: up to 80 international people including leading project managers
Describing an IT governance framework in alignment with business and IT strategy
Conducting governance assessments and evaluating existing governance fragments
Creating a transition roadmap

Sep 2021 - Jan 2022

5 months

Virtual corporate IT organization model: design, transition & OCM

Solution Engineering

Project for a client in the pharmaceutical industry (39,700 employees)
Budget: up to 9 million euros, program staff: up to 80 international people including leading project managers
Describing and transferring/transitioning to the virtual model
Revising and describing roles, committees and meeting structures
Revising and describing processes and portfolio
OCM: supporting operational management in implementing target processes

Apr 2020 - Jun 2021

1 year 3 months

IT governance analysis, blueprints and operational concepts

Solution Engineering

Project for a client in mechanical engineering (13,500 employees)
Budget: up to 9 million euros, program staff: up to 80 international people including leading project managers
Defining steering and advisory committees for EAM, PM, RM, ISG
IT staff guidelines and policies
Business relationship management with IT business partners
Strategic information security and IT service management (roles/processes/capabilities)
Revision of enterprise architecture management (end-to-end)
Strategic project and portfolio management
Strategic communication cascade (IT internal)
ISMS and IT control mechanisms (compliance & control objectives)

Nov 2019 - Oct 2021

2 years

Disciplinary head of IT management systems (IT cross-functions, corporation)

Solution Engineering

Project for a client in mechanical engineering (13,500 employees)
Budget: up to 9 million euros, program staff: up to 80 international people including leading project managers
Developing division strategy including operating model (organizational structure & processes) and targets
Setting up a holistic personnel portfolio with development plans and goals
Selecting and coordinating all external service providers and freelancers for the division
Rolling budget/resource/liquidity/capacity planning including project allocation
Member of the IT steering & risk committee (ISG) and managing executive interfaces
Member of the project steering committee and BPM/PMO knowledge circle
Facilitator of the enterprise architecture management board
Moderation and organization of IDW PS330 / ISA401 / ISRS4400 audits
Organizational support for mergers & acquisitions → IT carve-out of various subsidiaries
Support for ISMS implementation in a subsidiary
Moderation and organization of the international IT benchmark
Revision of the strategic PMO and hybrid operational model including scorecard
Mentoring on organizational and coordination aspects of business and IT projects
Expanding cross-charging, intercompany project and internal service billing
Expanding software asset management with focus on provider/licensing & risk management
Strategic reduction of non-conformance costs by over 1 million euros
Revision of IT idea management (end-to-end)

May 2019 - Oct 2019

6 months

Saudi Arabia

Blueprint for international production hubs (partially on site)

Solution Engineering

Project for a client in wind energy (17,000 employees)
Budget: up to 9 million euros, program staff: up to 80 international people including leading project managers
Country initiatives: Turkey, South Africa, Saudi Arabia
Developing local content (TR/RSA/SA) and integrated resource plan (RSA) requirements
Coordination with the Department of Trade and Industry in South Africa (DTI)
Developing global production guidelines

Sep 2018 - May 2019

9 months

Blueprint for international project factory

Solution Engineering

Project for a client in wind energy (17,000 employees)
Budget: up to 9 million euros, program staff: up to 80 international people including leading project managers
Strategy & goals in a greenfield/brownfield approach
Milestones and processes along the value stream
Project master plan and project governance
Creating a project portfolio of deliverables

May 2018 - Oct 2018

6 months

İzmir, Turkey

International project factory in Turkey (on site)

Solution Engineering

Project for a client in wind energy (17,000 employees)
Budget: up to 9 million euros, program staff: up to 80 international people including leading project managers
Brownfield relaunch of precast plant in Izmir
Leading all value stream segments
Organizing personnel and subcontractors
Defining local content requirements

Jan 2018 - Dec 2023

6 years

IT Manager, IT Program Manager

Solution Engineering

COBIT / ISMS / ITIL / PRINCE2 / BPMN / IT business management
Focus on IT governance & management / business-IT alignment / fluent English
Optimization, selection and implementation of existing and new software systems and custom solutions considering a process-oriented approach or ISO/QM systems and governance/compliance requirements.
Recommendations and assessments for IT existing/new concept designs in organizational changes, restructurings or due to IT compliance.
Action and decision recommendations at steering committee level
Leading and executing international complex (IT) projects and (IT) programs at board and executive level in corporations and SMEs. From project initiation to acceptance, de-escalation and assessments with recommendations
Planning governance projects in coordination with corporate management, introducing control processes to steer critical activities.
Strengthening collaboration between IT, IT partners and executive/top management and optimizing and advising in these IT areas: Management & Strategy, Governance & Architecture, Projects & Processes.
Skills: IT management, disciplinary leadership, IT governance, project & risk management, strategic IT organization development (target operating model, structure/process, carve-out), IT service management, stakeholder management, business process management
Management systems: lead quality management ISO 9001/14001, QMS auditor, ISO 27001, Malik MS
Frameworks: COBIT2019/COBIT5, ITILv3, PRINCE2, MoP, P3M, TOGAF, BCM, IDW PS330 audit, BPMN2
IT systems: PLM, DMS, ERP, PPM, IT help desk, Microsoft Office professional suite
Industries: manufacturing, mechanical engineering, chemical production, wind turbine construction, pharmaceuticals, FMCG, IT services (consulting & advisory)
Company sizes: SMEs (100–500 employees DACH/EMEA/APAC) & corporations (>50,000 employees globally)
Strengths: entrepreneurial thinking and acting.
Fast understanding of new projects and quality; firefighting in projects (project optimization); fostering collaboration between management, IT and partners (stakeholders).
Abstract thinking, strong understanding and overview of business and IT processes and their impacts with solution approaches for different target scenarios.
Holistic view, analytical and structured approach, understanding of IT contract management with interpretation and targeted application per case.

Jan 2018 - Oct 2019

1 year 10 months

Development/implementation of corporate group project & process management office (PMO)

Solution Engineering

Project for a client in wind energy (17,000 employees)
Budget: up to 9 million euros, program staff: up to 80 international people including leading project managers
Designing the PMO strategy including operating model and goals
Resource, financial and capacity planning
Project and process portfolio management (SAP-PPM/ARIS)
Business process management along the value stream
Disciplinary and functional team leadership

Jan 2018 - Oct 2019

1 year 10 months

Steering committee leadership member in the corporate group

Solution Engineering

Project for a client in wind energy (17,000 employees)
Budget: up to 9 million euros, program staff: up to 80 international people including leading project managers
Deputy head of the ideas control committee
Facilitator of the project control committee
Developing international strategic programs
Liaison officer for project and process management committees
Member of the international working group for global production sites

Aug 2017 - Dec 2017

5 months

Ramp-up project manager: internal IT reorganization

in multistream strategy/organization/target operating model

Nov 2016 - Dec 2017

1 year 2 months

Global sundown IBM Lotus Notes

Key data: >10,000 users / >50,000 databases / >1 TB / >120 servers

Sep 2016 - Jul 2017

11 months

Project manager for global business intelligence dashboard in service

Metrics/KPIs customized with Lumira and cascaded centrally

May 2016 - May 2017

1 year 1 month

Project manager complaints management phase 1

Mapping non-conformity integrated via SAP and extending traceability from the construction site

Jan 2003 - Dec 2014

12 years

Sharjah, United Arab Emirates

Disciplinary head of IT

SME

Developing and implementing the IT strategy
Budget and personnel responsibility for 2 teams/11 employees
Member of executive round and head of ERP key user team
Increasing ICT landscape efficiency by up to 25%
Relaunch and migration of the website
As management representative and head of IMS (ISO 9001:2009/14001:2009): redefining QMS/EMS strategy and policy
As management representative and head of IMS (ISO 9001:2009/14001:2009): permanent member of QHSE steering committee
As management representative and head of IMS (ISO 9001:2009/14001:2009): upgrading the 20-element QM system to a process-oriented system
As management representative and head of IMS (ISO 9001:2009/14001:2009): restructuring the environmental program and management review
As management representative and head of IMS (ISO 9001:2009/14001:2009): building a KPI system and continuous improvement
As management representative and head of IMS (ISO 9001:2009/14001:2009): lead auditor for 1st/2nd/3rd party audits
As management representative and head of IMS (ISO 9001:2009/14001:2009): facilitator of the integrated management system recertification with grade 1.2
On-site building the UAE branch: close-down procedure including warehouse/customs of a former joint venture
On-site building the UAE branch: ramp-up of a new sales branch in the SAIF zone
On-site building the UAE branch: reorganizing warehousing including material flow (customs)
On-site building the UAE branch: establishing and maintaining the FOSS ERP client across the value stream (all modules)
On-site building the UAE branch: coordinating all related contract and authority activities

Summary

Optimization, selection and implementation of existing and new software systems and custom solutions considering a process-oriented approach or ISO/QM systems and governance/compliance requirements.
Recommendations and assessments for IT existing/new concept designs in organizational changes, restructurings or due to IT compliance.
Action and decision recommendations at steering committee level
Leading and executing international complex (IT) projects and (IT) programs at board and executive level in corporations and SMEs. From project initiation to acceptance, de-escalation and assessments with recommendations
Planning governance projects in coordination with corporate management, introducing control processes to steer critical activities.
Strengthening collaboration between IT, IT partners and executive/top management and optimizing and advising in these IT areas: Management & Strategy, Governance & Architecture, Projects & Processes.