Managing Partner and Shareholder

The family office manages a volume of around EUR 2.7 billion. The family office has acquired significant holdings in German automotive suppliers as part of carve-outs. A newly acquired company was provided with long-term supply contracts by the previous shareholder. These contracts had to be optimized and strategies developed and implemented for the coming years.

Training / supplier cooperation / purchasing strategies / renegotiations and negotiations / coordination with investors / rapid implementation / generation of savings and budget reductions / first measurable savings after 2 months.

• Training of employees
• Further development of purchasing strategy
• Development of strategic suppliers
• Creation of transparency of contracts and associated expenditure
• Renegotiation of existing contracts
• Presentation of measurable and sustainable savings

For 10 years, well-known investors have financed Efficient Energy as a start-up in order to develop cooling devices, which can produce cooling and heating based on water, CO2 neutral. In 2019 this was achieved and secured with more than 200 patents. No ERP system / production increase / problems with supply chains / lack of professionalization in the purchasing department / lack of warehouse space.

Transparency / sets of rules, policies / selection and contracting of ERP / optimization of supply chains for direct materials / framework agreements / set-up of fleet management and indirect purchasing / rental of warehouse space.

• Own responsibility for purchasing projects
• Analysis and reorganization of tasks
• Optimization of commodity groups
• Securing of existing and development of new supply chains
• Employee development, training / change management
• Finalization of negotiations and project structure of cross-national digitization projects / ERP project negotiations (Microsoft Implementation)
• Selection and leasing of logistics space

Procurement volume: EUR 450 million

30,000 permanent employees and 170,000 volunteers / problems with supply chains / decentralized structures / lack of professionalization in the purchasing department.

Transparency / rules, policies / establishment of risk and project management / optimization of supply chains.

• Independent CPO for the Strategic Purchasing department
• Analysis and reorganization of tasks
• Optimization of commodity groups
• Securing of existing and development of new supply chains
• Employee development / change management
• Finalization of negotiations and project structure of cross-country digitization projects

Annual revenue: €1.5 billion

Massive drop in tourism sales due to the COVID-19 pandemic / partly unclear regulations (contracts) within the group / commercial realignment.

Commercial clusters and transparency within the group / end-to-end processes / cooperation agreements / product design / savings.

• Process, cost, and product analyses from an end-to-end perspective
• Best practice procedures for contractual relationships within the group
• Analysis of services, IT, and travel management services
• Savings and optimization potential
• Communication / Change Management
• Agreements between group companies

Floating Village Lake Brombach: sales, operations, and administration of 19 water villas in Bavaria:

• 50% subsidiary of Tellmann Consulting GmbH
• Business concept / business plan / tourist distribution
• Leisure, business travelers, MICE
• First and only 4* vacation home park on the water in Europe
• Development of vacation homes into water villas with a hotel character
• Company setup / operations started in 11-2018

Employees: 15 FTE Procurement volume: EUR 70 mil. p.a.

1,000 employees in over 42 countries, strong sales growth (10-20%) / missing professionalization in the department of indirect purchasing.

Transparency / Set of rules, Policies / Optimization of ERP System and processes / Implementation Travel Management system.

• Responsible CPO for the department Purchasing and Central Services
• Analysis and reorganization of tasks
• Optimization of material groups, such as services (IT, HR, Marketing, etc.)
• Set up of controlling mechanisms and KPI`s
• Employee development / Change Management
• Optimization ERP system and processes
• CPO successor and handover/training phase
• Project Manager for the implementation of credit cards within the project travel management in all European entities

33,000 employees, strategies and end-to-end implementation / savings initiatives (driver and lever) / global, regional and local approaches.

Overview, insights, strategies and implementation recommendations for selected categories.

Categories:

• Travel Management
• Fleet Management
• Professional Services (Management Consulting, HR Management, Legal Consulting, etc.)

Procurement volume of category: CHF 170 mil. p.a.

15,000 employees, 140 subsidiaries in over 40 countries / set up global indirect procurement / savings programs.

Set up of structures, processes and category / transparency / identification and implementation of savings (between 15 and 40%) / global implementation.

• Set up and implementation of international category structure
• Personal responsibility as a global Interim Manager for the categories Travel Management, Professional Services and Office Supplies
• Definition and set up of indirect material group structure (level 1 to 3)
• Identification of savings potentials in procurement categories
• Set up of global Travel Management procurement strategy and implementation
• Negotiations in the fields of credit cards, booking engine (OBE) and expense, travel agency (TMC), airlines, hotels and car rental, global implementation
• Global credit card RfP: change of the business model, to gain in the future rather than lose with credit card usage
• Selection of a platform for an automated hotel RfP process
• Analyzing optimization measures of travel policy and reporting
• Extension of the credit card program to a supply chain finance program and creation of further savings in global procurement
• Analyzing and development of strategies for professional services
• Development of a globally based skill matrix for comparing internationally professional services in different segments
• Tendering and negotiations of professional services in the segments of legal, tax, advisory, HR, immigration and general advice
• Consolidation of law firms into a global program. Negotiation of a comparable compensation structure / framework contracts with 20 law firms on all continents
• Development of a skill matrix for patent attorneys / strategy, consolidation and negotiations
• Consolidation of several hundred office supplies suppliers worldwide to two
• Analysis / comparability, consolidation and optimization of product portfolio
• Involvement and reporting in an in-house “Full Potential” savings program
• Development of savings strategies and responsible for the operative implantation in all subsidiaries
• Above average savings in all programs and segments
• Global and sustainable implementation of framework contracts
• Development of global procurement strategies / presentation and alignment with C-level in workshops in Atlanta and Houston
• Training of Category Specialists in other national organizations / incorporation and hand over to new permanent Global Category Manager

4,500 employees / Optimization volume EUR 10 million.

Commodity group analysis / strategies / tendering / negotiations and savings in sub-categories between 15 and 25%.

• Category management (IT, services, auditors, HR)
• Procurement optimization: identifying and realizing potentials
• Development and operational implementation of strategies
• Consolidation of IT, telecom, printing, services, auditors
• Cost reductions, savings, purchasing monitoring
• Purchasing processes, compliance

Preparation for European market entry.

• Competition analysis for EMEA market entry
• Coordination with European test labs for required certifications
• Preparation for establishing European company
• Clustering industries for sales activities
• Negotiations with service providers for technical infrastructure

500 employees, among Top-5 US retailers / EUR 600 mil. revenue / international retailer.

Optimization / internal policies / coaching / savings >20%.

• Category analysis
• Purchasing strategies / risk management
• Negotiations / framework agreements
• Set up and implementation of European purchasing hub
• Qualification of purchasing organization
• Set up and implementation of cost-cutting program

Control responsibility: EUR 500 mil. Budget responsibility: EUR 1 mil. Employees: 5 FTE

• International expansion from single to multi-vendor management
• Establishing vendor management in newly founded operational entities

Budget responsibility: EUR 4 mil. Project team: 50 FTE

• Development and rollout of an IT system for asset, configuration, change and software license management for approx. 40,000 clients of the Allianz Group Germany
• Responsible Project Manager for the cross-section project with the sub-projects 1) risk and quality management, security, training, software testing and rollout of the IT-System

Procurement volume: EUR 1,200 mil. Budget responsibility: EUR 3 mil. Employees: 23 FTE

• Development and implementation of an overall IT procurement strategy within Allianz Group Germany, Austria, and Switzerland and integration into the Allianz international procurement network
• Negotiation and bundling of high-value projects and framework contracts
• Harmonizing and standardizing several IT purchasing processes and systems (SAP, contract library, catalogue system, etc.)
• Head of the project “Consolidation External Services” (CONEX) for the Allianz Group Germany, Austria and Switzerland with a procurement volume of approx. EUR 800 mil.
• Continuous reporting to the Allianz board of directors
• Reduction of non-strategic suppliers (approx. 1,700)
• Design and implementation of a strategic supplier pool
• In a “Smart Sourcing” project, bundling of all non-strategic suppliers via one external interface/provider
• Particular success:
• a) Verifiable savings > EUR 100 mil.
• b) Tested an external benchmark, negotiated prices resulting in better rates than the average in other industries (e.g. automotive, chemical, food)
• Transformation of service strategies to other service groups, as e.g. HR, Marketing, Auditors
• Set up of a comprehensive supplier management system for all commodity groups / set up and implementation of an offshore hub for SW-development in India / implementation of a supplier knowledge database

LHE is a subsidiary of Lufthansa German Airlines and Thomas Cook. The business purpose is the web presence of their shareholders and partners.

Commercial responsibility: EUR 15 mil. Budget responsibility: EUR 0.7 mil. Employees: 5 FTE

• Set up, implementation, and responsibility for unit business administration in the areas of Purchasing, Accountancy & HR incl. quarterly and annual accounts with balance sheets and earnings reports
• Planning and developing the LHE budget process
• Conceiving and implementing new online business models
• Negotiating and implementing framework agreements with the shareholder Lufthansa German Airlines and Thomas Cook
• Outsourcing the technical platform (hosting and software)
• Preparation for and participation in LHE supervisory board meetings

Responsibility: Logistics and materials management in NATO missions with 70 trucks and road tankers Direct Reports/Employees: 4/60FTE

• Platoon leader in transport and logistics
• Planning and enforcement of military transport exercises jointly with air force units; performance of dangerous goods transports
• Responsible for coordination and running of logistics transports in NATO
• Education as an officer to lead a “Battalion in combat”