Senior Organizational Change Executive

Organizational change management as part of a company-wide, supranational sales transformation at the heart of a major restructuring of critical areas, handling end-to-end change process management and anchoring sustainable sales capabilities for the future.

• Initiated and fully managed the sales transformation program, starting with an in-depth analysis to identify, assess, and strategically engage all relevant stakeholders, tactically using their specific interests and influence.
• Conducted a detailed change-impact analysis to forecast organizational effects, crafted a custom change strategy and roadmap outlining concrete steps, and iteratively developed a change story as the core narrative for the campaign.
• Quickly designed and executed an integrated communication and action plan to ensure maximum transparency, manage implicit expectations, and guide a clear, engaging change process for all stakeholders.
• Actively managed all transformation phases, establishing robust monitoring to track progress and predict outcomes using a balanced mix of recommended and jointly defined KPIs.
• Established an agile review-and-adjust cycle to continuously evaluate measure effectiveness, spot challenges early, and fine-tune the change strategy promptly.
• Performed precise gap analyses to identify sales team skill gaps in light of the new strategy, then designed and delivered targeted qualification programs (e.g., coaching, training) to close them.
• Reduced resistance by turning the most opposed stakeholders into proactive change ambassadors.
• Achieved a deep, lasting realignment of sales structures and processes fully aligned with overarching strategic goals.
• Delivered measurable improvements in sales efficiency and performance as a direct result of the transformation and skill-building initiatives.

Organizational change management for a critical flagship digital initiative: end-to-end digital transformation of the global PLM system to create a multi-scenario forecast-capable digital twin of all processes (design-to-cost approach, enabling product developers to see near real-time nominal prices via VR/AR headsets).

• Managed all executive-level stakeholders to build leadership commitment through a dedicated change agent network.
• Led change communication campaigns to secure high acceptance among tens of thousands of employees before, during, and after go-live, measuring adoption progress and regularly presenting to the executive board.
• Applied agile change management alongside the company’s parallel agile transformation, especially in the initially resistant production plants.
• Developed the change strategy and crafted the change story as the core of the communication plan.
• Designed and delivered leadership change workshops as a roadshow across all affected sites to inform staff about the program, changes, and new ways of working.
• Implemented training, communication, and engagement initiatives focused on executing defined measures and tracking success with KPIs.
• Achieved an unexpected 100% acceptance rate through personalized one-on-one stakeholder engagement.
• Embedded the new target operating model with improved internal communication and overcame silos, especially in plants.
• Fostered an agile mindset and critical team spirit to prevent new silo formation.

Built the Digital Office as the central platform for all digital projects and consolidated continental market leadership by launching a digital innovation hub on Scrum, alongside adaptive organizational change and system integration of decentralized apps to prepare for the 2019 CDO.

• Defined clear digital governance impacting decision rights, processes, and transparency for PPPs, based on an analysis of digital maturity, overlapping skills, delays, and bottlenecks at interface points.
• Set up the Digital Office in terms of staffing, infrastructure, workshops on change, innovation, Scrum, crisis communication, and de-escalation, embedding it at the executive level for practical decision power, clear governance, and IT boundary setting; created the digital roadmap.
• Secured the strategic advantage by launching a digital innovation hub to run disruptive initiatives, like reducing administrative effort through automated interactions with nearshoring partners via a digital contractor platform.
• Integrated critical legacy systems with Group IT, audited nonfunctional components, and planned interface development for frictionless private-market entry.
• Conceived and implemented 27 subprojects to hand off to the 2019-appointed CDO, ensuring the office could run leaderless for up to nine months to protect the brand.
• Cut project times dramatically, delivering PR-winning savings at the local level.
• Established the Digital Office and i-Hub as innovation leaders and go-to for digital matters.
• Built in a three-quarter buffer for leader absence to minimize PR risk if the CDO was unavailable.

A small, efficient, highly flexible, globally operating consulting firm focused on change management. Core business areas:

• Business Transformation
• Innovation Think-Tanks
• Transfer of Business.

Project management, business analysis, presales, and use case design in big data, specializing in data warehousing, BI, content analytics, and business process re-engineering.

• Managed an average of 17 clients simultaneously across industries (banking/finance, oil & gas, transport & logistics, electronic engineering) through all phases (initiation, planning, analysis, design, implementation, testing, rollout) with a business-to-IT bridge role.
• Led a 10-person development team, coached a junior project manager, and managed external implementation partners.
• Served as senior business analyst and DWH/BI solution architect for Raiffeisen Bank International, re-engineering and migrating the core banking data warehouse solution, planning master test plans for all banking areas.
• Ran a digital transformation for a European machinery maker, adding real-time sensor analytics with predictive maintenance via big data and AR-enabled mobile monitoring.
• Designed management dashboards in IBM Cognos for complex data architectures.
• Provided presales via use case design, demonstrating BI solutions on-site.
• Specialized in BI for customer insight, market analytics, supply chain, and HR.

• Restructured the entire treasury back office, including securities settlement, foreign and domestic payments.
• Planned and ran treasury trading tests, usability reviews, and final assessments before migrating from AS400-based core banking to a modern Windows system.
• Proactively analyzed, planned, and integrated standalone banking applications (SWIFT, SEPA, Reuters, Bloomberg, Svenson) into the core system.
• Authored a detailed multi-part manual for treasury and back office operations, with hundreds of screenshots, diagrams, special cases, worst-case scenarios, and troubleshooting, written so non-bankers could start without training.

• Introduced a risk management system; provided multi-stage training for trading and refinery staff.
• Published a handbook on commodity trading and refinery operations, variants, and troubleshooting.

• Launched large-scale OD initiatives after evaluating all areas using greenfield and blue ocean approaches to transform into an international player without friction.
• Set up internal micro think-tanks with selected experts, mid-managers, and staff to shift from low-cost differentiation to becoming an innovation leader in SEE.
• Restructured, formed, coached, mentored, and trained the sales executive team, including the sales director and 14 regional directors, to improve results with international partners.
• Designed and conducted intercultural training for the executive team to secure competitive market advantages.
• Introduced an open, less patriarchal communication culture to transfer know-how through trust-building across top management (Nash equilibrium approach).

• Digitized all internal and external forms across the group independently.
• Eliminated manual data entry and its high labor cost.
• Enabled automated data transfer to internal ERP systems.

• Co-founded the first office outside Italy.
• Strategically planned expansion into other European markets suited to the new newsletter marketing concept.
• Rolled out corporate operations in the UK, CH, AT, and DE.
• Researched the US market ahead of the merger with Vitaminic to form Buongiorno Vitaminic (USA).

• Planned and ran a multi-day music fair that, despite minimal budget and tight deadlines, drew 26,000 paying visitors – a record for Austria at the time.
• Repositioned and revived IFABO, Austria’s largest IT trade fair, threatened by competitor events.

• Solely developed and executed Evtacon’s EU and US marketing strategy for a groundbreaking modular microprocessor (the Universal Emulator), a precursor to IoT for universal hardware integration.
• Built Evtacon’s first website in 1996, making it one of the first microelectronics firms online.
• Crafted a unified corporate identity and design applied across print, web, email, press, giveaways, and trade show presence.