Consulting Mandate: Post Merger Integration and Organizational Development

Post merger integration and organizational development at Conductix-Wampfler GmbH in Potsdam (LJU) (>1100 employees; automation/engineering industry)

Business Process Development / Organizational Integration Management:

• Conduct gap analysis between current processes, systems and environment compared to Conductix-Wampfler practices and best practices
• Develop and execute a comprehensive integration plan with timelines, milestones and key deliverables; process modulation
• Sparring and results discussion directly with CEO / executive board – propose process adjustments to meet operational requirements
• Facilitate and coordinate cross-functional stakeholders; create process mapping and documentation
• Analyze HR processes / advise on SAP SuccessFactors HCM and Cornerstone (LMS)
• Ensure knowledge transfer of best practices, provide training and documentation for stakeholders
• Manage communication and change management to ensure transparency for all integration participants
• Conduct interviews and facilitate workshops for process capture and documentation
• Monitor and control progress against integration plan objectives
• SAP consulting (Sales SD, Customer Service CS, Material MM)
• Report to executive management

Restructuring of inside sales and organizational development at a healthcare/homecare company after expansion (PMI), IT system change and COVID-19 with approx. 1000 employees:

• Current state capture / process analysis of overall situation
• Analyze organizational structure and workflows
• Review management tools / KPIs / span of control
• Stakeholder analysis and internal communication (sales and service)
• Knowledge management / training / agile working methods
• Process optimization of Microsoft Dynamics 365 Business Central / ERP
• Recommendations for implementation and optimization

Change management, organizational development and project process optimization in a global project. Communication management, training coordination; LIMS software: LabWare.

• International rollout of a LIMS/LabWare lab software
• Stakeholder management
• Agile management of internal and external partners
• Agile project management
• Agile content management – intranet web design (Google Workspace)
• Build training content and roadmap
• Team restructuring; change agents
• LMS (Learning Management System) -> Cornerstone
• Workshops, teambuilding and training sessions

Manufacturer and international distributor of robot-controlled production systems and services for cosmetics. 2200 employees; €660M revenue in Germany (2018).

Spin off production engineering as an independent GmbH; market entry; organizational development and process optimization; prepare business plan and sales, marketing, pricing and delivery concept, build sales team:

• Capture business processes
• SWOT and market risk analyses
• Business plan for market entry
• Workshops/coaching on sales channels and marketing plans
• Digitalization recommendations/IT tools (website, market communication, CRM, project management software)
• Strategy development (green labeling, sustainability, branding, partnerships)
• Joint trade show visits and concept
• Develop sales and pricing models
• Group-wide stakeholder management
• Supply chain management

Manufacturer and distributor of pacemakers, implantable defibrillators, neurostimulators and heart valves. 430 employees, €280M revenue in Germany (2017).

Change management, organizational development and process optimization (order-to-cash) in a customer service team of 40 employees:

• Interim head of customer service / call center (crisis management)
• Capture all customer service processes
• Training and optimization of Salesforce (integration with field service modules)
• BPMN guidelines for middleware from SAP to Salesforce
• Build staff; team restructuring; leadership optimization
• Stakeholder management / sales division (matrix organization)
• Create skill matrix; staff training
• Tool optimizations (email, telephony, CRM, dashboard, IT tools, DMS, SAP, e-business)
• Coordinate with works council
• Workshops and teambuilding sessions
• Roadmap for sustainability, scalability and customer satisfaction

Focus areas: CRM customer relationship management, marketing and business processes. Expert knowledge on digitalization explained in a clear way for businesses.

€1.1B revenue (2014); business fields: compressor technology, drive technology, hydraulics and pneumatics, MedTech.

Project (May 2014 – May 2015): Change management in global key account management for industrial applications. Focus on sales structure change. As Head of KAM (managed 14 employees) built a proactive, solution-oriented sales organization (change process):

• Adapt marketing structure
• Implement omni-channel marketing
• Adjust sales processes and build sales organization
• Optimize back office – inside sales
• Project management / lead KAM teams (MENA/Asia)
• Adapt sales and pricing models for MENA/Asia
• Implement a CRM system (Salesforce)
• Set up quality management per ISO 13485
• Build complaint management
• Global behavior sales training
• Introduce cost-down management
• Strategic business development

Business field: heart surgery products/heart-lung machines.

Project (September 2010 - September 2011): Build sales team in cardiac, thoracic and vascular surgery. As sales director (led 10 employees in DACH):

• Focus on sales build-up, integration and training of applications engineers into sales team
• CRM project: Microsoft Dynamics NAV (now MS Dynamics)

Region DACH. Business fields: patient monitoring, anesthesia, ventilation, diagnostic/invasive cardiology; territory development. Salesforce key user.