Stefan W.

Overall Project Management for Organization and SCM

Frankfurt am Main, Germany

Experience

Oct 2024 - Feb 2025
5 months
Germany

Overall Project Management for Organization and SCM

Lebensmittelmärkte Georg KG

  • Industry: Food retail
  • Service: Consulting
  • Comprehensive analysis of the locations regarding:
  • Processes
  • Planning
  • Efficiency savings
  • Redesign and improvements
  • Order quantity optimization / improvement of delivery times and packaging formats for the branches
Jun 2024 - Aug 2024
3 months
Aarhus, Denmark

Overall Project Management for SCM under S/4Hana

Knorr-Bremse DK / Tochter der Knorr-Bremse AG

  • Industry: Rail transport / Maintenance and repair
  • Service: Consulting / Turnaround management
  • Comprehensive analysis of the Danish sites (3 x Aarhus and 1 x Copenhagen) for SAP optimization after implementation and business process analysis to quickly and effectively resolve current delivery issues. Processes:
  • Order2Cash – gap management and design
  • Procure2Cash – gap analysis and design
  • Lead2Order – gap management and design
  • Make2deliver – process analysis and redesign
Apr 2024 - May 2024
2 months
Schwabach, Germany

Overall Project Management for S/4Hana Implementation

Apollo-Optik Holding GmbH & Co. KG

  • Industry: Retail chains
  • Service: Project management
  • Project management of the S/4H implementation in the DACH region and coordination with the Italian parent company EssilorLuxottica
Jul 2023 - Aug 2023
2 months
Boppard, Germany

Consulting and Development of the New Company Structure

Sebapharma GmbH & CO. KG

  • Industry: Cosmetics / Pharma
  • Service: Consulting and conceptualization
  • Sebapharma acquired a new production site in Norderstedt, which had to be fully integrated into the organization. The owner needed answers to the following questions:
  • Optimization of the value chain (order entry – goods issue)
  • Description of the current state
  • Core issues of the current state
  • Target state / possible solutions
  • Overarching topics
  • Summary for successful implementation and design
  • Impact of lead times and working capital in the scenario
  • Results:
  • Creation of a weak point analysis of the base data in the ERP for quick and accurate correction of master data and information
  • Conceptualization, setup, and optimal use of ERP functionalities (e.g., S&OP) to integrate a production site into a trading company, for example:
  • Order2Cash – gap management and design
  • Procure2Cash – gap analysis and design
  • Make2deliver – process analysis and redesign
  • Production and capacity planning of the existing or new production equipment, manufacturing and filling concepts, and production structure
  • Analysis, evaluation, and procurement of production machines as part of the new group manufacturing strategy
  • Clarification and redefinition of interfaces in LIMS and quality systems, SCM and logistics service providers, as well as the entire administrative area (internal sales, accounting, controlling) across the four locations
  • A consistent solution and realignment of the entire organization that reduced lead times (order capture to product completion) by 50%
  • Improvement of working capital by 40%
Mar 2023 - Dec 2023
10 months
Essen, Germany

Overall Project Management for SCM under S/4Hana

GALERIA Karstadt Kaufhof GmbH

  • Industry: Consumer goods / Brick-and-mortar retail / Online retail
  • Service: Project management / Turnaround management
  • Supported a member of the management board in preparing and implementing strategic and operational topics as part of the company restructuring
  • Started as overall project leader for the areas:
  • Building and expanding a KPI system in Power BI for strategic and operational management of the company (executive board, purchasing, SCM, warehouse)
  • Idea2Product – gap management and design
  • Lead2Order – gap management and design
  • Order2Cash – gap management and design
  • Procure2Cash – gap analysis and design
  • Make2deliver – process analysis and redesign
  • S&OP – establishing an integrated data set and SCM process to optimally map future workflows, aiming to increase inventory turnover and significantly reduce capital tie-up. Also handover interfaces to the AI-based planning system "Blue Yonder".
  • Data management
  • Analysis of the current data state and systems
  • Conceptualization of a new data state to support the strategic use of a multi-channel warehouse
  • Roadmap and setup of sanity checks to validate master data during the transformation process
  • Project management of optimization projects such as infrastructure, SAP S/4Hana, and operational topics (quick wins)
  • Analysis of process workflows (continuous improvement) for the Unna and Essen distribution centers
  • Consolidation of logistics processes into a multi-channel distribution center, conceptual alignment and operational implementation of measures
  • Assortment optimization in terms of availability, deliverability, and customer requirements
  • Results:
  • Reduced logistics costs from €180 million per year to €125 million per year
  • Increased inventory turnover by 45%
  • Reduced working capital by 40%
  • Implemented a balanced scorecard and KPI system in Power BI across all functional levels (executive board to warehouse staff)
  • Cleared and consolidated mass data to optimally implement an AI-assisted planning system
Nov 2022 - Present
3 years 2 months
Germany

Representative for the Main-Taunus District

BVMW (German Association of Small and Medium-Sized Businesses)

Nov 2022 - Jan 2023
3 months
Hamburg, Germany

Overall SCM Project Manager

Peter Jensen GmbH

  • Industry: HSK wholesale
  • Service: Project Management
  • Coordination with the managing partners regarding the current status, open issues, and next steps / problem resolution
  • Leading the steering committee
  • Technical and organizational management of SCM teams (across locations, approx. 350 employees)
  • Analysis of process flows (CIP) for the area
  • Main warehouses (Hamburg, Salzwedel, and Schuby)
  • Warehouse and order picking (across all terminals and sites (33 in northern Germany))
  • Assortment optimization in terms of availability, deliverability, and customer requirements
  • Results:
  • Development of a project plan that
  • enabled the structured execution of tasks
  • visualized critical paths, milestones, and
  • dependencies
  • provided, for the first time, reliable information for the partners and the project team
  • Visiting mission-critical locations, analyzing the on-site situation, and gathering requirements from the respective local employees
  • Analysis of stock levels, turnover rates, suppliers and orders, deliveries, routes, and processes to document the as-is state/requirements, which served as the basis for further coordination with the ERP team; with the aim of consistent demand and availability planning through S&OP.
  • Establishing, structuring, and uniting all project stakeholders, especially the two software providers (ProAlpha and ProLogistic) and their sub-suppliers, to build a viable project organization aligned toward a common project goal.
  • Reducing the SKU variety from 35,000 to 25,000 items (28%) while increasing availability (15 days DOH), which significantly reduced tied-up capital.
Nov 2021 - Present
4 years 2 months
Germany

Owner and Managing Partner

Entrepreneur Consultant Weiß GmbH / ActionCoach Taunus

  • Coaching and consulting for medium-sized entrepreneurs/owners in the Rhine-Main area on topics
  • increasing sales and profits
  • improving team performance / recruiting staff
  • creating personal freedom to focus on entrepreneurial tasks again
Aug 2021 - Jun 2022
11 months
Darmstadt, Germany

Overall Project Manager Supply Chain Management

Merck KGaA

  • Industry: Liquid crystals
  • Service: Project Management
  • Technical and organizational leadership of the international project team for relocating the business unit to Asia
  • Leading the interdisciplinary team (25 people) covering purchasing, planning, reporting, quality assurance, shipping, goods receipt, and logistics at the Darmstadt site
  • Reporting to senior project management and the steering committee (C-Level)
  • Bottleneck management during the go-live
  • Results:
  • On-time delivery of the go-live
  • Establishing intercontinental reporting and workflow structures between the head office (Germany), China, Korea, and Taiwan
  • Leading team trainings and workshops (all locations) for alignment and joint goal achievement
  • Developing and monitoring test scenarios (SAP S/4H) for successful testing and system transition during the conversion (modules: WM, PP, SD, APO (S&OP), LIS)
  • Coordinating information flows and clearing roadblocks to achieve goals / go-live
Feb 2021 - Jun 2021
5 months
Oranienbaum-Wörlitz, Germany

Distribution Center Manager, 11,000 pallet positions in the high-bay warehouse

Füngers Feinkost GmbH

  • Industry: FMCG / Food Industry
  • Service: Vacancy Bridging
  • Technical, disciplinary, and organizational management of the distribution center / finished goods warehouse (approx. 70 employees)
  • Realignment of the distribution center and coaching of managers, as well as technical support for the logistics department (goods receipt / in-plant production logistics)
  • Analyzing, restructuring, and changing process flows (CIP) for the area
  • Full-pallet picking
  • Individual and order picking
  • Assortment picking
  • Results:
  • Restructuring reporting lines and job descriptions to build and develop modern leadership principles and work structures for the processes:
  • Idea2Product – gap management and design
  • Lead2Order – gap management and design
  • Order2Cash – gap management and design
  • Procure2Cash – gap analysis and design
  • Make2Deliver – process analysis and redesign
  • Planning and designing infrastructure measures to optimize:
  • storage and retrieval speed
  • picking capability
  • S&OP functions within the organization
  • Conducting employee appraisals and implementing necessary operational measures
  • Introducing a holistic, cross-departmental KPI system (via QlikSense)
  • Designing and implementing transport tenders, achieving 15% savings (€1.9 million)
  • Reducing the return rate by 45%
  • Optimizing the use of shelf-life-controlled goods; reducing costs by 50%
Nov 2020 - Jan 2021
3 months
Memmingen, Germany

Project Manager / Implementation and Setup of a Barcode System

Buzil Werk Wagner GmbH & Co. KG Wagner GmbH

  • Industry: Specialty Chemicals
  • Service: Project management
  • Project planning and control / Conducting project meetings from executive level to employee level
  • Comprehensive analysis of business processes in line with project objectives with the goal
  • Creating process understanding
  • Reducing chaos in production and filling
  • Streamlining processes (Order to Delivery)
  • Reducing scrap quantities
  • Optimizing shift planning
  • Establishing and strengthening the 5S method in warehousing, production, and filling
  • Coordinating all IT-related activities with the consulting firm / vendor
  • Analyzing data in the ERP system (FOSS) and adjusting / cleaning data for successful integration / restart
  • Designing and implementing training measures for all people and departments involved in the process
  • Active bottleneck management
  • Results:
  • Timely and on-schedule completion of all tasks and successful organizational relaunch
  • Cleaning and implementing master data in the ERP system for a successful integration / restart (system and organization)
  • Reduced the Order to Delivery process to 2.5 days while ensuring raw material availability
  • Implemented an IBC container management system
Mar 2020 - Sep 2020
7 months
Wittenberg, Germany

Head of Distribution Center under S/4HANA, 15,000 + 8,500 (overflow) pallet positions in the high-bay warehouse

Upfield Sourcing Deutschland GmbH & Co. OHG

  • Industry: FMCG / Food Industry
  • Service: Interim management
  • Functional, disciplinary and organizational leadership of the distribution center (around 60 employees)
  • Lead negotiator for the employer side to open the collective bargaining agreement
  • Change management in the order-to-cash area with all involved departments and setting up an S&OP system
  • Budget planning and control (P/L responsibility of €15 million)
  • Investment planning and decision making
  • Implementing a slot management system
  • Results:
  • Designing and presenting board decision proposals for the strategic realignment of the distribution center in:
  • Automated guided vehicles (AGVs)
  • Live loads
  • Task interleaving
  • Including the necessary infrastructure measures as well as internal and external coordination of building authority requirements
  • Successfully led negotiations under the newly revised collective agreement (shift model change to 24/7)
  • Designing and implementing an IT-supported S&OP process across the entire process chain (Sales, Customer Service, Production, Logistics, Warehouse, Freight Forwarders), SAP S/4HANA (Key User)
  • Designing and implementing a KPI system in Power BI (Shared Service Provider)
  • Leading the organization using data-driven analysis and evaluation tools (RCCP, S&OP, tactical and strategic KPI and efficiency measurement systems) for the processes:
  • Idea2Product – gap management and design
  • Lead2Order – gap management and design
  • Order2Cash – gap management and design
  • Make2Deliver – process analysis and redesign
  • Designing and executing investment tenders. Savings of 23% (€1.5 million)
  • Reduced overflow costs by €1.5 million (50%) through restructuring internal workflows
  • Increased inventory turnover by 35%
Dec 2019 - Mar 2020
4 months
Langen, Germany

Managing Director / Site Leader (DACH)

Cynosure GmbH

  • Industry: Non-invasive medical technology
  • Service: Interim management
  • Restructuring the operational unit in terms of:
  • Order management (Inside Sales)
  • Warehousing / parts supply and procurement
  • Service / field service engineers (FSEs)
  • Marketing and sales activities
  • Coordinating setup and transfer activities during the post-merger process with the private equity firm
  • Results:
  • Hands-on design and restructuring of the entire site
  • Increased sales by 25% (€1.0 million)
  • Reduced RMA rate by 80%
  • Increased repair efficiency by 75%
  • Increased FSE utilization rate by 35%
  • Optimized inventory / reduced stock value by 40% to €4.0 million
  • Increased inventory turnover by 65%
  • Introduced a KPI system
Oct 2018 - Aug 2019
11 months
Menden, Germany

Senior Project Manager / Member of the Steering and Decision Committee

Amecke GmbH & Co. KG. / Glockengold AG

  • Industry: Food industry
  • Service: Project management
  • Organizational merger of two companies as part of a strategic partnership (contract manufacturing)
  • Project planning, management and monitoring
  • Investment planning, decision making and control
  • Close collaboration with both companies' owners, leading the joint project team (12 employees) and support staff
  • Building the logistics center (infrastructure, organization and personnel)
  • Implementing an S&OP and slot management system
  • Results:
  • Designing and building the European logistics center (6,500 pallet positions in block storage), including sourcing and procurement of required capital equipment
  • Setting up and optimizing IT infrastructure and integrating two SAP R/3 systems (Key User for modules: PP, WM, SD, FI/CO, MM)
  • Designing and implementing an S&OP and slot management system for two sites
  • Reduced export freight costs by €375,000 (15%)
  • Route analysis and optimization in the import process and reduced import freight costs by €450,000 (22%)
  • Participated in negotiations for investments in the double-digit million range, achieving about 27% savings (€2.25 million) and expanding service and ancillary offerings
Jul 2018 - Sep 2018
3 months
Volketswil, Switzerland

Senior Project Manager / Member of the Steering and Decision Committee

La Prairie Group

  • Industry: Luxury cosmetics (cGMP certified)
  • Service: Project management
  • Project management and control (internal and external) of a new strategic 3PL (cGMP certified)
  • Project planning, action control and follow-up
  • Coordinating and overseeing the relevant steps in the 3PL infrastructure work
  • Preparing decision templates for the Steering and Decision Committees (C-Level)
  • Conducting background analyses for the strategic direction of the project
  • Building a company-wide S&OP system
  • Budget control and compliance
  • Conducting project and status meetings
  • Results:
  • Analyzed business processes, production capacities, and ramp-up and volume distribution within the new production network
  • Selected and integrated IT tools for transparent information flow within the new production network
  • Maintained budget within the set limits (+/- 5%)
  • Proactively and positively resolved resource conflicts between the two organizations
  • Positively represented the project across all levels (including C-Level)
  • Introduced a cloud-based project management tool
Apr 2018 - Jun 2018
3 months
Hamburg, Germany

Supplier Developer / Subproject Manager RX-20 (New)

Still GmbH

  • Industry: Vehicle Manufacturing
  • Service: Vacancy coverage
  • Independently managing all supplier-related topics including coordination of quality, purchasing, and development departments
  • Qualification and auditing of existing suppliers and potential new suppliers (e.g. as part of potential analyses, development, process, and quality audits)
  • Reviewing and monitoring the effectiveness of corrective actions, especially from the action plans for suppliers
  • Supplier support for launch assurance and quality planning in projects and series production
  • Implementing immediate actions in case of escalation
  • Conducting and coordinating supplier evaluations along with action planning
  • Preparing and presenting decision papers at the C-Level
  • Results:
  • Increased on-time delivery of managed European suppliers by 23%
  • Built a stable supply chain (especially for the initial launch of the new RX-20 forklift)
  • Presented improvement proposals in SCM / warehouse, purchasing, and engineering to ensure a successful project launch
Feb 2017 - Dec 2017
11 months
Hamburg, Germany

Program / Section Manager Service Logistics, 15 Employees

Olympus GmbH & Co. KG

  • Industry: Medical Technology
  • Service: Vacancy coverage / Project Management
  • Objective: Reducing WIP and missing parts while optimizing inventory levels and decreasing intercompany shipments
  • Functional and operational leadership of 15 employees (master data management, customer service, purchasing / planning)
  • Analyzing existing structures and designing / optimizing local and European SCM (integrative S&OP)
  • Developing strategy and designing a European service and distribution strategy for currently 3 plants (5 plants by November 2017) including model creation and proof of concept
  • Budget and personnel planning for the responsible areas
  • Building and merging teams in an international environment (Germany / EU / Japan) to implement the proposed strategy
  • Results:
  • Created a European service and distribution strategy for 3 plants (5 plants by November 2017), including model creation and proof of concept for implementation in SAP R/3 (Modules: SD, MM, PP, WM, QS, APO (S&OP))
  • Established an operational controlling and planning system which remained in use until the new planning concept was implemented
  • Reduced missing parts by 35%
  • Improved the planning process by 73%
  • Reduced working capital by 27%
May 2015 - Oct 2015
6 months
Munich, Germany

Senior Purchasing Officer

Veridos GmbH

  • P/L: €9.0M
  • Industry: Public Administration / Security Printing
  • Service: Operational vacancy
Mar 2015 - Feb 2017
2 years
Wiesbaden, Germany

Managing Director Organization / Technology

Just Nature

  • Industry: Retail / Natural Cosmetics
  • Service: Consulting / Operational vacancy
  • Designing and restructuring the existing ERP system
  • Building the organization / analyzing weaknesses within the decentralized structure and consolidating / optimizing resources using LEAN and 5S principles
  • Designing and building a controlling system
  • Optimizing inventory levels and improving revenue situation
  • Developing strategy (in coordination with the owner)
  • Results:
  • Increased cash flow from 3% to 11%
  • Centralized and simplified workflows, which increased total revenue by 2.5%
Mar 2014 - Mar 2015
1 year 1 month
Sankt Leon-Rot, Germany

Head of Purchasing/Warehouse/Logistics

Thermo Fisher Scientific Biosciences GmbH

  • P/L: €10.0M / 25 employees
  • Industry: Biotechnology
  • Service: Vacancy coverage / Restructuring & Turnaround
Jan 2013 - Dec 2013
1 year
Bad Nauheim, Germany

Head of Materials Management and Order Management

Entdecker GmbH

  • P/L: €9.0M / 20 employees
  • Industry: promotional products industry / POS
  • Service: operational vacancy
May 2012 - Nov 2012
7 months
Beringen, Switzerland

Supply Chain Project Manager

Abbott Laboratories Vacular Enterprises Ltd

  • P/L: €50.0M
  • Industry: medical technology (GMP)
  • Service: project management
Feb 2012 - Apr 2012
3 months
Schalksmühle, Germany

Strategic Buyer

Belden Deutschland GmbH

  • P/L: €15.0M
  • Industry: cable and electronics manufacturing
  • Service: operational vacancy
Aug 2011 - Jan 2012
6 months
Köngen, Germany

Senior Manager / Project Manager

Staufen AG

  • P/L: €25M / 5 employees
  • Industry: management consulting / restructuring
  • Service: restructuring & turnaround
Feb 2011 - Jul 2011
6 months
Zürich, Switzerland

Senior Purchasing Manager (Strategic Purchasing)

Sunrise AG

  • P/L: CHF50.0M
  • Industry: telecommunications
  • Service: operational vacancy
Sep 2009 - Jan 2011
1 year 5 months
Oberkochen, Germany

Project Manager in Purchasing / Materials Management / Logistics

Carl Zeiss Meditec GmbH

  • Industry: Medical Technology (GMP)
  • Service: Project Management / Purchasing / SCM
Jun 2009 - Aug 2009
3 months

Senior Consultant

BrainNet Supply Management Consultants GmbH

  • Industry: Management Consulting
  • Service: Consulting
Mar 2008 - Aug 2009
1 year 6 months

Sabbatical / Further Training

Sep 2007 - Feb 2008
6 months
Hattersheim am Main, Germany

Supply Chain Manager

Deutsche Präzisionsventil GmbH

May 2006 - Aug 2007
1 year 4 months
Höchberg, Germany

Head of Purchasing

Viasys Healthcare GmbH

May 2003 - Dec 2005
2 years 8 months
Dublin, Ireland

Head of Purchasing

Gerard Laboratories

  • Subsidiary of Merck KGaA, Darmstadt (€100M revenue, 300 employees)
Oct 2000 - Apr 2003
2 years 7 months
Darmstadt, Germany

Senior Specialist, Investment Goods Purchasing

Merck KGaA

Nov 1999 - Sep 2000
11 months
Neuss, Germany

Category Manager

Esser Sicherheitstechnik GmbH

Jul 1998 - Sep 1999
1 year 3 months
Hanover, Germany

Team Leader Purchasing / Logistics

MTU Maintenance GmbH

Nov 1995 - Jun 1998
2 years 8 months
Rüsselsheim, Germany

Purchaser / Team Leader

Adam Opel AG

Summary

SCM professional and leader with dedication, enthusiasm, and goal orientation, certified ESUG and restructuring consultant (DIAI), a strategist and pragmatist in one, organizational developer, maintainer and transformer, successfully integrating strategic initiatives into client organizations and delivering working capital optimization with tangible impact on balance sheet and profitability in the SCM environment.

Expert in balance sheet- and profit-effective working capital optimization in purchasing, materials management, logistics and SCM, maintainer and transformer, brings best practices from diverse companies, brings visionary and strategic ideas into the "here and now" and prepares employees and organizations for them, hands-on mentality, demanding and goal-oriented, high ethics, people person, pragmatic, clear communicator, empathetic and motivating.

Awakens team intelligence, leads up to 70 direct reports, strong leadership and decision-making, communicates across all levels (including C-level), creates added value through long-term and concrete alignment of people and organizations, main expertise in the strategic area of integrating new products, production lines and manufacturing capabilities into the existing organization.

I have always been interested in how to develop people and organizations and make them more effective. I enjoy applying my knowledge across different disciplines. I pursue strategic goals with the aim of serving the wellbeing of employees and the company. This motivates me every day to use my performance, skills, and abilities for this purpose while learning a lot in the process. I consider personal development, including as a leader, essential in this role and gladly pass it on for the benefit and growth of my clients. I can use my knowledge at all levels and hierarchies, as I have learned from the ground up and developed myself accordingly. I firmly believe that difficult situations are life’s challenges that, with the right support, can be overcome and lead to growth. I would be happy to guide you along the way and support you with actions and good advice. I look forward to working with you.

Languages

German
Native
English
Advanced
Spanish
Elementary

Education

Oct 1991 - Jun 1995

Märkische Fachhochschule

Diploma in Industrial Engineering (FH), Production · Industrial Engineering · Hagen, Germany

Oct 1985 - Jun 1988

Ludwig-Erhard-Schule

High school diploma (Abitur) · Frankfurt, Germany

Certifications & licenses

Certified Restructuring and Turnaround Consultant (StaRUG)

German Institute for Applied Insolvency Law (DIAI)

Certified ESUG Consultant

DIAI

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