Interim IT Department Head IS NSS

Restructuring the IS NSS area (Networks/SEC) focusing on backlog prioritization and day-to-day operations to ensure IT operations in the LAN/WAN area of the BMB and its health insurance clients (incident, major incident, change, problem and request management)

Adapting job profiles and creating a revised operations admin concept

Recruiting and hiring staff (new external and internal employees, interviews, candidate selection, onboarding)

General team management (one-to-one meetings, skill matrix, establishing a daily standup, establishing a biweekly team meeting, preparing personal goals / OKRs, attending and further developing technical meetings for internal departmental projects)

Improving staff work efficiency (jump host structure in a new tiering model, beta-testing new laptops with Palo Alto Prisma Access Agent)

Building knowledge and competency management for the IS NSS area (internal knowledge management, compiling training plan for line operations and new projects)

Reviving key interface topics with frontdesk, backdesk, request fulfillment, ITK team, Networks/SEC team from Hamburg and the partner for VOIP product ALL IP

Improving project processes around Managed WAN and ALL IP (VOIP) products (co-coordinating ISP migrations to Versatel, service provider management, resource management, project management, attending customer meetings)

Improving processes around CMDB – asset management (resuming technical requirements from IS NSS perspective, data model definition, asset lifecycle management, defining responsible persons by name and their operational activities, see also operations admin concept)

Improving processes around IT monitoring (reviewing technical requirements from IS NSS perspective, resuming activities around customer monitoring with Isarflow, defining responsible persons by name and their operational activities, see also operations admin concept)

Managing service providers for WAN and VOIP areas

Participating in CAB meetings (change approval board, approval and quality management role for changes from the IS NSS team, planning maintenance weekends)

Participating in department and division head meetings

Cisco ESA project (role as technical department head of the SEC team - focus on resource management, escalation point for project blockers, project structure plan and attendance at regular status meetings)

Cisco ACI project (role as technical department head of the Networks team - focus on resource management, escalation point for project blockers, project structure plan and attendance at regular status meetings)

Safe Garden project as a technical step towards Cisco ACI (role as technical department head of SEC and Networks teams - focus on resource management, escalation point for project blockers, project structure plan and attendance at regular status meetings)

Various other measures and technical tasks (role as department head for smaller internal projects – focus on delivering project goals, weekly status quo meeting)

Managing and stabilizing the infrastructure department (identifying strengths, weaknesses, skill and resource gaps; concept for reorganization and splitting into specialist teams; creating skill and role profiles; team building and growth)

Milestone planning for modernizing the infrastructure (identifying technical challenges; prioritizing network, WAN, WLAN stability; replacing legacy technology; planning investments short-, medium- and long-term)

Creating site rollout blueprints (standards for milestone planning for new national and international sites)

Identifying core competencies and tasks that can be outsourced

Technology and organization concept for a growing IU Group

Hybrid datacenter concept based on Equinix EBC

Introducing future-proof technologies with a perspective of at least five years

Led internal and external staff and managed outsourcing partners (6 employees)

Served as the point of contact for internal IT operations and KPI reporting

Administered Windows, Linux, and macOS systems

Introduced ITIL

Implemented a project framework

Connected the Dubai office and defined location standards (LAN, WAN, switching, routing, firewall, IT security, software asset management)

Relocated the Fidor Factory in Berlin

Migrated components to the O365/Azure Cloud

Implemented the Office IT Security Stack (COSA)

Designed a business continuity plan for Fidor Bank

Linked foreign offices to the Munich headquarters

Performed error analysis and provided technical support for hardware and software configuration and installation

Responsible for internal IT operations and 2nd level support for approximately 20 sites worldwide

Migrated central IT services from Novell (eDir, Groupwise, Novell clustering) to Microsoft (Hyper-V, Active Directory, Exchange, SharePoint)

Administered the XEN environment

Implemented a mobile device management solution (BlackBerry)

Upgraded and administered the Citrix environment from version 4.x to 5.x

Deployed and maintained a company-wide video conferencing solution