Interim Manager and Executive Consultant for Change and Transformation Programs.

Developed and implemented a Corporate Project Management Office (including IT integration, Clarity PM software, roles/committees, framework) and harmonized it with existing PMOs

Developed and detailed the global (matrix) target operating model across business units, central functions, and global services

Set up a global process house, including training 19 process owners

Served as interim process owner for "Idea to Innovation" and "Innovation to Product/Solution," including target process modelling and digitization of the project request process

Designed and launched a change and cultural development program

Point of contact for employee inquiries on organizational development and change processes

Contributed to special projects: global product management organization, redesign of IT/OT organizational structure, business development optimization, HR transformation advisory, training a 20-member HR talent group in project management, and preparing board and supervisory board presentations

Implemented, stabilized, and trained on a Corporate Management Office, consolidating 16 strategic projects

Re-modeled the core processes I2I and I2PS, supported by AI agents and automation initiatives

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 (HR IT, job grading, reorganization, business model)

Developed and rolled out the transformation roadmap (HR service catalog, roles, meeting structure, talent development, IT systems, works council communication)

Co-led overall communication and designed target-group-specific training modules

Built people networks and communities

Designed a new job architecture and naming convention for the HR master data system

Installed and established the new business model at management level

Strategic launch of the HR transformation

Designed job architecture with governance

Trained and embedded roles and training programs

Optimized the BRR process for real-time approval and compliance

Restored methodology and structure in an ongoing project

Managed interfaces and stakeholder communication, including management templates

Continued system analysis with 8 stakeholder groups and 2 global projects

Performed gap analysis and planned adjustments and training measures

Restructured projects with an agile phase plan and decision gates

Developed a new collaboration model

Created management templates for scope definition

Conducted risk and stakeholder analyses

training and coaching subproject managers in change methods

developing a change architecture and roadmap

identifying and empowering change ambassadors

creating change communication plans and target visions

managing interfaces and stakeholders

reporting and project monitoring

implementing clear roles and training key users and change agents

building a holistic change architecture

initial enablement of the core change team

developing best practice concepts to strengthen product ownership

redefining global/local product management including role descriptions

developing company-wide phase and gate models including regulatory requirements

synchronizing regulatory requirements for the PLM roadmap

stakeholder interviews, communication planning

training concept and conducting global rollouts

establishing end-to-end processes and compliance standards

implementing KPIs to monitor risks

Definition of the marketing strategy in IT and supply chain business relationship management

Development of future strategy based on as-is analyses

Set-up for transitioning the change program into the line function “Product Marketing”

Creation of positioning, RACI and interface coordination

Project management “Business Solution Marketing” with identification of best practices

Approval via board presentation

Line transfer since 2017

Confirmation of savings potential (€1 million)

Management of 21 subprojects (branding & positioning, digital sales channel, product launches)

Implementation of a reporting model with steering committee

Organizational development of marketing and R&D including role definitions

Definition of collaboration model between HQ and markets based on TQM

Anchoring in business unit strategy and product rollout