Business Owner of the "Central Funding Platform"

Creation of an RFP for Managed Client Services (MCS), including comprehensive contract management (Master Agreement, SOW, Service Description, SLA/KPI Agreement, Governance, Change Processes, Data, Security and IP Protection, Acceptance).

• Business process modeling and reengineering.
• As-is analysis of current processes.
• Identification of potentials for standardization and optimization.
• Integration with ITIL processes.

Review of a complex RfP and requirements analysis, including proposal for contract management.

• Introduction of project and process management across international subsidiaries.
• Organizational change management.
• Synchronization and standardization.
• Cultural change at subsidiaries.
• Renewal of leadership principles.
• Set up and design of project patterns for large corporations/ customers.

• Global introduction and implementation of MSK toolset as a corporate service standard across 14 national organizations.
• International project acquisition in a highly heterogeneous environment.
• MSK stands for Mobile Starter Kit, a company-owned tool for the accelerated development of mobile apps.
• Creation and positioning of the service compliant to ITIL standards including incident, problem, requirements, change, demand management, and business relationship management.

• Consolidation and harmonization of sourcing contracts on a company-wide basis, across all subsidiaries.
• Particular attention: application management and support, operations, project standardization and deployment.
• Contract and requirements management.

• Fast development of an initial sourcing strategy for short- to mid-term use in a changing and complex environment, including consolidation goals and requirements.
• As-is analysis of current system landscape.
• Development of clustering criteria (system L/C, processes and technologies).
• Clustering of systems for common sourcing strategy.
• Evaluation of clusters regarding both sourcing ability and market dimension.
• Formulation of sourcing strategies for each cluster, including near-shore, on-shore, off-shore.
• Re-consolidation of sourcing strategies to address di-synergies and ensure seamless processes.
• Recommendation to management.

• Ensure timely implementation of adapted new system and processes, encompassing Ship and Yard Planning, Import/Export as well as integration with outside systems.
• Comprehensive project life-cycle: from requirements definition to testing and implementation.

Preparation of a large and complex offer for the operations of a Germany-wide digital network. A time-critical mission.

Responsibility: Quality Manager, Trouble Shooting.

• Preparation, implementation, and check of quality standards in regard to „Technical Operations“ and „IT-Systems“.
• Balancing and matching of requirements of customer and supplier capabilities.
• Analysis of offered products, services, and target groups.
• Content check as well as check of structural alignment.
• Ensuring consistency with all related modules (Transition, Security, IT-Systems, Service Level Management, Documentation, Test Platform, Organization & Cooperation, Process & Technical Interfaces, Commercial, Legal).

Minimize the dramatically increased number of non-planned manual Service Requests.

• Substantial cost reduction.
• Improved customer service quality (by shortening call time and AHT – Average Handling Time).
• Analysis of shortcomings (both qualitative and quantitative).
• Re-alignment of processes, organizational units, and IT systems.
• Identification, ranking, and implementation of required changes.
• Identification and analysis of complex long-term IT requirements and strategy.
• Preparation and pipelining of short-term IT requirements.

Outsourcing of SAP hosting services, global Managed Client Services (14,000 clients across 14 countries), Service Desk. Goal was cost reduction, quality improvements and re-focusing on core processes.

• Negotiation lead and contract management towards vendors and system integrators.
• Responsible for full life-cycle of procurement process: from RFI/NDA to signed contract including:
• General master agreement.
• Statement of work.
• Service description.
• Service level agreements and key performance indicators.
• Terms & conditions.
• Exit and termination conditions.
• Process design.
• Governance and escalation procedures.
• Value: from 40 k€ to 40 m€.
• Complex contracts: global, 14,000 clients, across 14 countries, English, up to 300 pages per contract.
• Corporate Governance.

• Introduction and evaluation of new business models in both the private and corporate sector.
• Including operational services.
• Partly based upon own infrastructure.
• Trade Sales.

• Market leader in its segment (telco services for corporate customers).

• Start-up consultancy.
• New solution offering for hospitals: WIFI-based technology integrated with electronic patient files.
• Market research and customer analysis.
• Review of financial requirements and management.
• Alignment of strengths and weaknesses with opportunities and threats.
• Result: Sometimes, the best projects are those that you turn down.
• "If you can’t be the winner – don’t play!".

The goal was to raise fulfillment capacity from 1,000 to 3,000 instances per day; ensure that business process standards are met; cost reduction; quality assurance; re-positioning of power and control from external service supplier back to management.

• Process and system requirement analysis; identification of shortcomings.
• Redesign and reengineering of process: from functional design back to process orientation.
• Documentation and enforcement of business and system requirements, including implementation.
• Proof of feasibility by laboratory trial.
• Re-alignment of external service supplier.
• Reduction of dependency on external service supplier.
• Establishment of new service levels and commercial T&C.

The goal was to build the organization, processes and systems from scratch, with a short time frame to market entry (18 months). Budget: €150 million. Team Size: >300.

• Design, setup and management of the project office and project management processes, including document management and delivery management, overall project infrastructure and organization.
• Design, implementation and management of the project management approach and systems integration methodology.
• Requirements management: ensuring that high-level and complex business requirements are met and implemented in detail.
• Current systems evaluation and migration/implementation strategy (on the shareholder’s side).
• Formal and informal operational management of interfaces between business departments, the IT department and suppliers.
• Operational management of business requirements, both functional and informational, business processes, full life cycle until formal acceptance.
• Design, implementation and operational management of a long-term operational business requirements management and change management process.
• Other components included project management, program management, risk management, supplier management, project staffing, systems RfQ and evaluation, contract negotiation (both functional and commercial), scope management (versioning and re-versioning of delivery packages, implementation strategy, re-negotiation), contract management, delivery management, acceptance and test management, coaching of formal (sub)project managers, troubleshooting behind the scenes, conflict and risk management, escalation management, and coordination and consolidation of business departments.

Consultancy on IEM – Information Engineering Methodology (system development approach) / I-CASE Tools.

• Full life-cycle systems development.
• ISP – Information Strategy Planning.
• BAA – Business Area Analysis.
• BSI – Business System Integration (Design & Development).
• Various projects at the interface between business and IT.
• Projects at Revisuisse, Zurich; Baur Versand, Burgkunstadt; Hapag-Lloyd, Hamburg.