Ralph Strobel

• Developed and implemented a corporate project management office including IT integration, PM software Clarity, roles and framework, and harmonization with existing PMOs
• Designed and detailed the global matrix target operating model covering business units, central functions, and global services, including roles, organizational structure and process design, and committee setup
• Built a global process center and trained 19 process owners in communication, facilitation and change
• Served as interim process owner for 'Idea to Innovation' and 'Innovation to Product/Solution', including to-be process modeling and digitalization of the project request process
• Designed and launched a change and culture development program
• Provided sparring and advice on organizational development and change processes
• Contributed to special projects: global product management organization, redesign of IT/OT organizational structure, optimization of business development, HR transformation consulting, training a team of 20 HR talents, preparing board and supervisory board presentations

Sustainable results:

• Implemented, stabilized and trained on a corporate management office including evaluation and consolidation of 16 strategic projects
• Redesigned the core I2I and I2PS processes with new roles and collaboration models supported by AI agents and automation

• Managed the collaboration & change workstreams with 7 BU heads, 18 managing directors, and 5 enabling functions
• Developed standardized business unit blueprints
• Led the PMO for the HR transformation program with four subprojects (HR IT, job grading, reorganization, business model)
• Level 1 management reporting
• Developed and rolled out a transformation roadmap for the HR service catalog, roles, meeting structure, collaboration model, talent development, IT systems, works council/union communication, change communication and training
• Co-led overall communication and designed audience-specific training modules
• Built people networks and communities
• Designed job architecture and naming convention for the HR master data system

Sustainable results:

• Installed and established the new business model at management level
• Strategically prepared and successfully launched the HR transformation
• Finalized and anchored the job architecture with governance
• Conducted company-wide training and handed over roles and trainings

• Optimized the BRR process for real-time approval, increased automation, and compliance
• Restored methodology and structure in an ongoing project
• Structured complex tasks, dependencies, and interface management
• Continued the system analysis with 8 stakeholder groups and two global projects
• Conducted a gap analysis to identify and plan implementation options in global systems
• Planned adjustments and training measures

Sustainable results:

• Restructured the projects including an agile phased project plan with decision gates
• Developed a new collaboration model
• Created management templates for scope definition and target image setting
• Performed risk and stakeholder analysis with a communication plan

• Trained and coached subproject managers in change objectives, change awareness, communication methods, role clarification, and mentoring.
• Conducted change awareness workshops and digital training plans.
• Developed a change architecture with one-time and systemic measures, plus a change roadmap.
• Created a communication plan, target vision, change story, and coached leaders.
• Provided sparring and interventions, and set up rules and discipline for interface and stakeholder management.
• Set up management reporting and project controlling (plan vs. actual).

Sustainable results:

• Trained and coached project managers, including acceptance monitoring and pilot rollout.
• Introduced clear roles (project manager, key user, change agent) with training and coaching.
• Built a holistic change architecture with involvement of first-line managers.
• Provided initial enablement for the change core team in their ambassador role.

• Developed best practice concepts to strengthen product ownership in product management, R&D, and production.
• Built and redefined global and local product management, including role descriptions and RACI.
• Developed a company-wide phase-gate model including regulatory requirements (MDR).
• Synchronized regulatory requirements for labeling, market approval, clinical evaluations, risk management, compliance, and make-or-buy.
• Conducted stakeholder interviews, created a communication plan, and drafted a concept to implement manufacturing engineering and quality planning.
• Designed a training concept for global rollout and delivered trainings and coaching.

Sustainable results:

• Achieved end-to-end process mentality through improved process definitions.
• Established an organizational structure that supports global presence and regulatory compliance.
• Introduced KPIs to monitor risks and ensure regulatory standards.

• Support in defining the marketing strategy in IT and supply chain Business Relationship Management
• Developing the future strategy based on current-state analysis and interface analysis
• Creating the setup to transfer the change program into the product marketing line function from 2017
• Defining positioning, RACI, and alignment of interfaces
• Preparing the board presentation until decision readiness
• Business Solution Marketing project management: identifying best practices in 8 business areas, validating savings (750 TEU), and internal marketing

Sustainable Results:

• Approval through board presentation
• Line integration of the function from 2017
• Confirmed savings potential of €1 million as of 31.12.2016

• Management of 21 subprojects including branding & positioning, market insights for institutions, digital sales channel, and product launch projects based on regulatory requirements
• Setup of regular reporting models and committee (PLP Project Board)
• Organizational development for marketing and R&D including role definition and responsibilities
• Definition of a collaboration model between HQ and markets based on TQM and pricing process
• Support for marketing and assortment strategy (€300M)
• Coaching of project leaders in change management

Sustainable Results:

• Anchoring in business unit strategy and rollout of products and assortments

• Customer segmentation and creation of a sales concept including product definition and CRM process description
• System integration and staff training
• Onboarding of permanent key account managers

• Consulting and developing strategies in construction, electrical engineering, sanitary trade, medical technology, connector and plug technology, e-mobility, building technology, interior design, garden and landscaping equipment, and machine tools
• Implementing launch strategies, brand positioning, marketing and sales reviews, market analyses and PR activities
• Conducting training and workshops on various topics and industries

• Editor-in-Chief for Corporate Media, developing global CI/CD and CRM, and internationalizing the customer magazines "Transport" and "ROUTE"
• Managing content themes and winning numerous communication awards
• Designing and managing the central website and market adaptations
• Campaign management, theme management and implementing eCRM
• External and internal corporate communications: strategy development, editor-in-chief tasks, and editorial work
• Project management for new brand positioning and brand experience workshops
• Team leadership (6 employees) and deputy department head (25 employees), budget responsibility €3.5 million

• Conception and implementation of the after-sales marketing strategy including market potential analysis for Daimler AG
• Competitive analysis and PR strategy for Continental AG
• Customer and market analysis for the air conditioning market launch at Eberspächer GmbH
• Market analysis and new design of sales promotion for Haweka GmbH

• Managing the secretariat in the Social Services department
• Representative for 42 civil service volunteers