Systems: Win 10, Office 365, Microsoft Teams, LeanIX, SharePoint.
Project a) Project Manager – Management of the ISO 27001:2022 update
As project manager for the update from ISO 27002:2013 to ISO 27002:2022, I oversaw comprehensive planning and preparation, including conducting a GAP analysis.
I coordinated adaptation of existing controls and implementation of new ones per the new standard.
I prepared internal and external audits and maintained required documentation.
Project progress was made transparent through regular management reporting and continuous monitoring and adjustment of measures.
Project b) Senior Consultant – Supporting audit reviews focused on critical infrastructures (KRITIS)
Audit reviews were conducted for client mandates.
Tasks included remediation of identified findings or providing evidence.
Documents were adjusted or newly created and provider contracts amended.
Regular management reporting was provided.
Project c) Senior Consultant – Review of deliverables and responsibilities per existing IT-provider contract
At mid-term, the client decided to review all contractually agreed services of the IT provider.
I identified over 1,500 deliverables and obligations in the service schedules.
These were documented in a D&O tracker (claim register) I developed.
With service owners, I jointly reviewed all deliverables and obligations.
Key service schedules under review included ITSM, workplace print service, application & desktop service, endpoint management service, email & archiving service, file service, software packaging, certification, and distribution services.
Project d) Senior Consultant – Redefining service boundaries in existing service schedule
In collaboration with the client’s IT provider, new service models were developed based on FMO service schedules.
The main goal was to adjust service boundaries so the IT provider could assume end-to-end service responsibility.
We identified use cases, conducted process analysis, and implemented targeted improvements.
ITSM processes, such as Incident, Problem, and Change, were optimized.
All software products were cataloged and documented in LeanIX.
The new service area was recorded in a contract change.
Focus services included Managed Software Service, application & desktop, print, web server, container, M365 SAP/Oscare, OMS, and telephony & omnichannel management services.
Project e) Project Manager – Managing a benchmark
Based on the existing IT contract, the client exercised the right to perform a benchmark for several service schedules.
I oversaw the entire benchmark process among the benchmarker, IT provider, and client, reviewed results, and led price negotiations per client requirements.
Systems: Win 10, Office 365, ServiceNow, LeanIX, Microsoft Teams.
Following the 44 KWG audit and resulting IT governance restructuring and outsourcing to parent MunichRe, a new IT contract framework was created. Regulatory requirements of KAMaRisk, KAIT, VAIT, and DORA, along with audit findings, were considered. Business, compliance, and legal departments were closely involved in requirements gathering. In parallel, an outsourcing and information register was built and missing data from third-party vendors requested. The biggest challenge was integrating service requirements within the complex parent-subsidiary relationship while meeting legal mandates. Additionally, a specification for implementing regulatory requirements in ServiceNow was drafted and rolled out. Project deliverables included:
I also supported the development of company IT guidelines (e.g. Incident Management, Change Enablement, Provider Management Handbook).
Systems: Win 10, Office 2016, Matrix42, Atlassian JIRA, Confluence.
ITSG was engaged by the AOK Federal Association to build infrastructure for the electronic patient record (ePA) and “AOK Mein Leben” app, and to operate and support both. Phase one involved creating an ITIL v4 operating concept, incorporating mandatory gematik requirements. Phase two executed the approved concept. Further tasks included:
Systems: Win 10, Office 2016, HelpLine, OTRIS Contract, Confluence.
IT was strategically realigned, outsourcing most services. I implemented processes for provider management, IT procurement, and contract management, and coached stakeholders through the paradigm shift. Documentation was maintained in Confluence. After RPI/PRP phase completion, specific IT service agreements were drafted. As some services were used by the Austrian branch under FMA regulation, I advised on compliance and adjusted contracts accordingly. Tasks included:
Systems: Win 10, Office 2016, AGIL Datawarehouse.
Design and implementation of reporting requirements during the outsourcing transition between LANXESS Germany and Fujitsu. We analyzed English contract requirements, clarified gaps with the client, and provided recommendations. Around 160 reports were contractually required, some manually in FMO. I advised on requirements and liaised with stakeholders. Reports were implemented for:
Systems: Win 10, Office 2016.
During the complex outsourcing of application development, operations, and maintenance, I first established multi-provider management at Commerz Systems, integrating it into the growing company. Simultaneously, services and staff were transferred from Commerzbank to Tata Consultancy Services, whose contractual obligations I monitored during transition.
Systems: Win 10, Office 2016.
Infosys took over AMS BI for 120 business applications and the VW Group service desk. During transition, I specified contractual requirements in detail and implemented them per ITIL, developed a future mode of operation (FMO), and integrated it into the current mode (CMO) per client global standards.
Systems: Win 10, Office 2016, MS Project.
Operations documentation:
Created audit-proof operations manuals and IT service documentation.
Consolidated relevant information from infrastructure run by two IT providers.
Remediated audit findings and implemented the operations manual per MaRisk.
Produced operations, administration/configuration manuals, FAQs.
Conducted stakeholder and IT support interviews and critical reviews.
Printer rollout:
Led a printer rollout project across sites from requirements analysis to go-live, using agile where needed.
Applied PRINCE2 to identify and mitigate risks for a smooth go-live.
Systems: Win 8/Win 10, Office 2016.
In the second-generation outsourcing of desktop and print services at ODDO BHF-BANK, I advised provider Operational Services during tender, due diligence, and transition phases.
Systems: XP/Win 7, Office 2010, Novell Service Desk, eDirectory, ZENworks.
For the international rollout of Windows 7 clients and migration to Novell technologies, I modeled and implemented ITIL-compliant operational processes, defined new IT roles, and trained staff. As project manager, I led the international cross-share-location migration, coordinating multiple teams. I configured and implemented the Novell Service Desk ticket system.
Systems: Win 7, Office 2010, SAP.
During SAP service transition, I defined and documented ITIL lifecycle processes and bank-vendor interfaces under §25a KWG compliance. Twenty-one ITIL processes across Service Strategy, Design, Transition, and Operation were described, e.g. Demand Mgmt., SLM, Availability Mgmt., ITSCM, Change, Asset & Config Mgmt., Knowledge Mgmt., Incident Mgmt. I also implemented internal control systems (ICS).
Systems: Win 7, Office 2010, Microsoft Project 2010, Beta UX, TOPAS, Avaloq.
For first-generation outsourcing transition, I supported establishing effective provider management, developing policies, and defining/implementing ITIL processes per best practice. I led migration of the archive & document management system from TOPAS to Beta UX, ensuring seamless data migration and hardware decommissioning.
Systems: Win 7, Office 2010, Assyst.
Optimized the escalation process per ITIL v3, building an escalation tool. Performed GAP analysis and service desk evaluation.
Systems: Win 7, Office 2007.
In my project, I was responsible for detailed service requirement capture in an IT service tender. I defined IT services, drafted technical specifications and SLAs, and documented processes. To address outdated and incomplete documentation, I conducted in-depth interviews with existing providers and stakeholders to craft a legally sound service description. Documents created included service schedules, elements, modules, and a technical operations manual.
Systems: Win XP/Win 7, Office 2007, Visio 2007, TTP/ServiceNow.
I led the build of a local ITIL v3 service desk for later global integration. A key challenge was harmonizing ITSM processes across multiple client tools into a standard. We drove the introduction of ServiceNow, preparing processes, defining service levels, and critical parameters for the international team configuring ServiceNow.
Systems: Win XP, Office 2007, Visio 2007, Assyst.
As project lead, I integrated and developed a service desk team of eight into an efficient support unit. I tailored Assyst to the infrastructure, optimized existing services, and enhanced documentation processes. I conducted a thorough as-is analysis, led personnel discussions, optimized team workflows, and fine-tuned the ITSM tool. Key elements included ITIL v3 introduction, SLA/OLA management, process optimization, and escalation management. I also handled 1st/2nd level support requests for eBanking, clearing, credit card blocks, ATM unlocks, and password resets, boosting team performance and service quality.
Systems: Win 7, Office 2010, Visio 2007, Altiris SVS.
I planned, executed, and monitored deployment for over 4,500 clients, developing and implementing processes for the unit. I coordinated the team and liaised with project levels and vendors at multiple sites. Key tasks included monitoring deployment, proactive issue analysis and resolution, overseeing release/deployment processes with business units, daily reports to project management, schedule adherence, escalation management, and maintaining documentation. Altiris supported monitoring, deployment, and incident handling.
Systems: Win XP, Office 2010, HP Service Desk, SAM Jupiter.
I led and coordinated a seven-person service desk, developing and optimizing processes across support and cross-functional units at multiple sites. I created and implemented authorization concepts, managed incident and escalation processes, resource planning, onboarding, and meeting facilitation. My team supported 1st/2nd level and field service via HP Service Desk, providing client and printer support, account management for test environments, and coordinated the Commerzbank-Dresdner Bank integration project with daily reporting, escalation handling, solution development, and ITIL v3 practices implementation.
Systems: Vista, Office 2007, HP Service Desk 4.5, HP Quality Center, Midas, HP OVO.
I administered HP Service Desk 4.5, collaborating with service and incident management to manage groups, quick tickets, and accounts. I tracked SL entries, analyzed errors, and managed ticket processes. I monitored in-house applications with Midas and HP OpenView, routed tickets to support units, and updated CMDB and internal wiki after changes. I analyzed and optimized processes per ITIL v3, managed application alerting, supported developers, and administered HP Quality Center, including user account management.
Systems: Vista, Office 2007, HP Service Desk 4.5, Altiris.
I led a LAN-connect reduction project alongside Altiris software distribution, managing the project from software analysis (as-is/to-be, license review) to timely coordination and user support during hardware rollout. I delivered hardware to 80 users with training and 1st/2nd level and field support. I managed IBM TS2900 tape autoloader backups, software distribution via Altiris, incident/request ticket handling in HP Service Desk 4.5, Active Directory user management, and SAP user administration (passwords, roles, printer mapping, user types).
Systems: Vista, Office 2007, Spider, Active Directory, NetIQ.
I managed and quality-controlled the rollout of 250 clients, oversaw a helpdesk for 800 users, and supported the server environment (software/hardware). I managed software distribution via Spider, user management via Active Directory and NetIQ, and handled incidents/requests in Remedy User Version 7.0.
As a user helpdesk supporter for 1st/2nd level and field service, I supported around 250 users. Responsibilities included Active Directory user management, VPN installation and user instruction, software assignment via LANDesk Delivery 6.0, on-site and remote support via pcAnywhere, patch documentation updates, and support for developers in Poland, ensuring seamless coordination.
Systems: Vista, Office 2007, helpLINE.
As coordinator for 1st/2nd level support, I supported 1,000 users. Tasks included software deployment and remote control via Empirum PRO, user management via Active Directory, SAP profile administration (passwords, roles, printer mapping, user type assignment), and ticket handling in helpLINE.
On-site support for about 2,500 users at these clients:
My portfolio includes the successful delivery of consulting projects in the areas of transformation, service outsourcing, provider management, and IT service management across various industries. These include especially finance and insurance, healthcare (notably health insurers), and the industrial sector. In the finance/insurance sector, my expertise lies in implementing regulatory requirements according to MaRisk, BAIT, KAIT, VAIT, and DORA, which I have deepened through further training at the Frankfurt School of Finance & Management.
Thanks to my solid knowledge from over 20 years of experience in diverse projects, I can analyze complex situations and provide effective solutions for clients, applying proven methods such as best practices, PRINCE2, and ITIL.
Knowledge and practical experience in detail:
Extensive practical knowledge in personnel leadership. Teamwork, resilience, and reliability complete my profile.
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