Project details
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Interim Consultant Facility Management CREM (m/f/d)
A traditional, medium-sized branded goods company in northern Germany is seeking a freelance consultant and FM expert for 6 to 9 months to reorganize business activities in Corporate Real Estate Management (CREM) and Facility Management (FM).
- Typical tasks in this role:**
- Analysis of existing FM and CREM structures, processes, and service contracts as part of the corporate reorganization.
- Development of a forward-looking strategy for corporate real estate and facility management to support the new business objectives.
- Optimization of space management (space efficiency, workplace concepts, repurposing) in line with "Future of Work" strategies.
- Realignment of operational facility management: ensuring operational readiness of equipment and buildings, managing maintenance activities.
- Consolidation and tendering of FM services; negotiation and management of service level agreements (SLAs).
- Leading the internal FM team and managing external service providers.
- Budget planning, control, and reporting to senior management.
- Relevant technologies, tools or methods:**
- CAFM / IWMS: Planon, ARCHIBUS, Spacewell, SAP RE-FX, PMWeb.
- ERP systems: SAP S/4HANA, Oracle.
- Project management: MS Project, Asana.
- Office suite: MS Office / Google Workspace.
- Methods: Benchmarking, SLA management, Life Cycle Cost Analysis (LCC).
- Typical KPIs or success metrics:**
- Reduction of operational FM costs per m² by >10% through process optimization and consolidation.
- Increase in Planned Maintenance Percentage (PMP) to >80% to reduce reactive failures.
- Improvement of SLA compliance by external service providers to >95%.
- Reduction of asset downtime for critical infrastructure by >20%.
- Successful achievement of defined reorganization milestones within time and budget.
- Key challenges, risks or specifics:**
- High resistance to change within the existing organization (change management).
- Lack of transparency due to fragmented data and missing digital processes.
- Complexity in renegotiating or terminating long-standing service provider contracts.
- Ensuring operational continuity during restructuring.
- Balancing cost reduction pressures with maintaining service quality and employee satisfaction.
- Concrete deliverables:**
- Milestone 1: Completion of the as-is analysis and presentation of results.
- Deliverable 1: Detailed assessment report with SWOT analysis and benchmarking.
- Milestone 2: Approval of the new FM/CREM strategy and target operating model.
- Deliverable 2: Strategy paper, process map, and implementation roadmap.
- Milestone 3: Successful completion of service provider tender(s).
- Deliverable 3: Signed new service contracts and handover plan.
- Final Deliverable: Handover documentation to subsequent line management.
Junior Procurement Manager (m/w/d)
A company is looking for a Junior Procurement Freelancer to support its procurement team remotely. The freelancer will play a key role in assisting with procurement-related tasks, including project management, price analysis, and basic assistance for tenders. This position is ideal for someone with a keen interest in procurement processes and a proactive approach to problem-solving.
Key responsibilities:
- Assist in managing procurement-related projects.
- Conduct price analysis and provide insights to support decision-making.
- Provide basic assistance in preparing and managing tenders.
- Collaborate with the procurement team to ensure smooth operations.
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## Service Description without Personal Reference
- **IT Project Management**: Creation of software rollout and migration plans for the bi-monthly releases of the MDOI application based on Blueplanet, taking into account all relevant dependencies using JIRA and stakeholder management
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Main responsibilities:
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- Coordination between various disciplines and external partners
- Ensuring compliance with safety and quality standards
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- Identification and resolution of technical challenges
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- Analysis and documentation of existing end-to-end P&L processes for various asset classes (e.g., equities, fixed income, derivatives).
- Identification of weaknesses, risks, and inefficiencies in data collection, processing, and reporting.
- Design and conceptualization of optimized target processes for P&L calculation and attribution.
- Development of functional specifications and business requirements for adapting or implementing IT systems (e.g., P&L engines, data warehouses).
- Project management for the implementation of new processes and tools, including milestone planning, stakeholder management, and test coordination.
- Development of control mechanisms to ensure data quality and consistency.
- Creation of training materials and delivery of workshops for business units (trading, controlling, risk).
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- Business intelligence: Tableau, Power BI, Qlik.
- Project management: Jira, Confluence, MS Project.
- ERP/finance systems: SAP FI/CO, Oracle Financials, or industry-specific asset management platforms.
- Methods: Business Process Model and Notation (BPMN 2.0), agile project management (Scrum/Kanban).
- Typical KPIs or success metrics:**
- Reduction of P&L generation time (cycle time): target >25% efficiency gain.
- Decrease in manual corrective postings: target >50% reduction through process automation.
- Data quality index: increase of the "first-time-right" rate in data acquisition to >99%.
- Efficiency ratio (cost-to-income): demonstrable positive impact on lowering the ratio.
- User adoption rate: acceptance of new processes/tools by the business >80% after 3 months.
- Key challenges, risks or specifics:**
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- High complexity of financial products and valuation models.
- Resistance to process changes in business units (change management).
- Ensuring compliance with regulatory requirements (e.g., IFRS 9, BCBS 239).
- Time- and budget-critical implementation during ongoing operations.
- Concrete deliverables (“Deliverables”):**
- Milestone 1: Completed as-is analysis and process documentation.
- Deliverable 1: Detailed analysis report including assessment of weaknesses.
- Milestone 2: Finalized target concept and Business Requirements Document.
- Deliverable 2: Implementation roadmap and project plan.
- Milestone 3: Successful User Acceptance Test (UAT) of the new process/tool.
- Deliverable 3: Acceptance protocols, training materials, and project closure report.
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- Collaboration on the ongoing SAP S/4HANA transformation
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- Troubleshooting, performance optimization, monitoring, and user management
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A company is looking for an experienced Technical Project Manager in the field of district heating. The project objective is the planning and construction of district heating pipelines across all service phases of HOAI, as well as taking on complex project tasks. The Project Manager will play a key role in managing and coordinating projects, working closely with engineering firms, municipalities, authorities, and internal stakeholders.
The role includes developing and optimizing planning options to maximize the efficiency and sustainability of projects. In addition, the Project Manager will continuously improve technical planning guidelines and processes, conduct technical-economic analyses, develop scenarios, and create concepts. Another focus is on budget planning for network investments in the heating sector, in close coordination with central controlling, as well as performing network calculations.
- Planning and construction of district heating pipelines across all service phases of HOAI.
- Management and coordination of projects in collaboration with engineering firms, municipalities, authorities, and internal stakeholders.
- Development and optimization of planning options to increase efficiency and sustainability.
- Support in improving technical planning guidelines and processes.
- Conducting technical-economic analyses as well as developing scenarios and concepts.
- Preparing budget planning for network investments in the heating sector.
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Interim Project Manager (m/f/d) for Digitalization in Healthcare
Steering a strategic digitalization project in a hospital network, e.g. the implementation of a new HIS or an electronic patient record (ePA) in accordance with the KHZG.
- **Typical areas of responsibility:**
- Overall responsibility for project planning, control and monitoring (time, budget, quality).
- Management of the interdisciplinary project team.
- Requirements, risk and stakeholder management.
- Planning and management of change management and rollouts.
- Ensuring compliance with regulatory requirements (KHZG, GDPR).
- **Relevant technologies, tools & methods:**
- HIS systems (Orbis, iMedOne), ePA solutions.
- Standards: HL7, FHIR.
- Methods: PRINCE2, PMI/PMBOK, agile/hybrid.
- Tools: MS Project, Jira, Confluence.
- **Typical KPIs & success metrics:**
- KHZG compliance, user adoption rate (>85%), process efficiency, milestone adherence.
- **Key challenges & risks:**
- High process complexity, intensive stakeholder management, interoperability, data security.
- **Deliverables:**
- Project plan, status reports, requirements specification, change concept, cutover plan, project closure report.
Business Analyst for Digitalization in the Insurance Industry (m/f/d)
Typical tasks:
- Analyzing existing insurance processes and identifying digitalization potentials
- Gathering and documenting business requirements together with the business units
- Creating solution concepts for digital transformation (including process modeling and cost-benefit analyses)
- Acting as liaison between business and IT: translating requirements into technical concepts and supporting implementation
- Supporting project management in planning and deploying new digital solutions (agile methods such as Scrum/Kanban)
Relevant tools & technologies: BPMN modeling tools (e.g. Visio, Signavio), requirements management (Jira, Confluence), knowledge of common insurance IT systems, MS Office
KPIs & metrics: adherence to project milestones and budgets, reduction of process lead times, increase in customer satisfaction/user adoption, reduction of manual efforts through automation
Challenges: coordinating multiple stakeholders in the insurance environment (business units, IT, regulatory), integrating new digital solutions into existing legacy systems, dealing with regulatory requirements and data protection, change management and user adoption
Deliverables: comprehensive requirements documents and process models, developed business concepts and user stories for IT implementation, defined implementation roadmap, training materials for updated processes
Lessons learned: early involvement of all stakeholders facilitates the implementation of digitalization projects; iterative, agile approaches enable flexible adjustments; in-depth industry knowledge (products, regulation) is crucial for designing viable digital solutions
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- Typical responsibilities in this role:**
- Taking over the non-delegable client duties according to the AHO series, including defining objectives, budget responsibility, and making fundamental decisions.
- Steering and coordinating external engineering firms, expert assessors, and contracting construction companies.
- Ensuring compliance with procurement law (VOB/VgV), building law, and relevant technical standards (e.g., DIN, ZTV).
- Carrying out cost and schedule control as well as risk management across all project phases (according to HOAI).
- Quality assurance on site, organizing construction meetings, and conducting inspections.
- Reviewing claims for additional compensation and invoices.
- Regular reporting to the department management and political committees; ensuring transparency and traceable documentation.
- Relevant technologies, tools, or methods:**
- CAD/BIM software: Autodesk Civil 3D, Revit, AutoCAD.
- Tendering, contracting, invoicing (AVA): RIB iTWO, ORCA AVA.
- Project management & control: MS Project, Projektron BCS, Asana.
- Construction management & documentation: PlanRadar, Capmo.
- In-depth knowledge of VOB/B, VOB/C, and HOAI.
- Typical KPIs or success metrics:**
- Budget compliance: deviation from the approved budget < 10%.
- Schedule adherence: meeting milestones (design completion, construction start, completion) with < 5% delay.
- Quality: low defect rate at acceptance (< 5% of trades with significant defects).
- Citizen satisfaction: minimal number of justified citizen complaints during the construction phase.
- Legal security: number of successfully defended additional claims or legal disputes.
- Special challenges, risks, or specifics:**
- Dealing with unforeseen ground conditions and contaminated sites.
- Complex and lengthy approval processes involving various public interest bodies.
- Strict budget constraints and political pressure in case of cost overruns.
- Managing residents' interests and public communication.
- Challenges due to skilled labor shortages and supply chain bottlenecks in the construction industry.
- Concrete deliverables:**
- Completed and approved design and execution planning.
- Successfully conducted tendering procedure with signed construction contracts.
- Documented construction inspections according to VOB.
- Final project documentation and audited final invoices.
- Final report for senior management and political committees.
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Interim Consultant Facility Management CREM (m/f/d)
Industries
Manufacturing
Real Estate
Areas
Operations
Procurement and Purchasing
Project Management
Project info
- Period02.07.2025 - 02.10.2025
- Capacityfrom 90%
- Daily rate1020 - 1380€
- LocationHamburg, Germany
- Remote20 - 40%
Description
A traditional, medium-sized branded goods company in northern Germany is seeking a freelance consultant and FM expert for 6 to 9 months to reorganize business activities in Corporate Real Estate Management (CREM) and Facility Management (FM).
Typical tasks in this role:**
Analysis of existing FM and CREM structures, processes, and service contracts as part of the corporate reorganization.
Development of a forward-looking strategy for corporate real estate and facility management to support the new business objectives.
Optimization of space management (space efficiency, workplace concepts, repurposing) in line with "Future of Work" strategies.
Realignment of operational facility management: ensuring operational readiness of equipment and buildings, managing maintenance activities.
Consolidation and tendering of FM services; negotiation and management of service level agreements (SLAs).
Leading the internal FM team and managing external service providers.
Budget planning, control, and reporting to senior management.
Relevant technologies, tools or methods:**
CAFM / IWMS: Planon, ARCHIBUS, Spacewell, SAP RE-FX, PMWeb.
ERP systems: SAP S/4HANA, Oracle.
Project management: MS Project, Asana.
Office suite: MS Office / Google Workspace.
Methods: Benchmarking, SLA management, Life Cycle Cost Analysis (LCC).
Typical KPIs or success metrics:**
Reduction of operational FM costs per m² by >10% through process optimization and consolidation.
Increase in Planned Maintenance Percentage (PMP) to >80% to reduce reactive failures.
Improvement of SLA compliance by external service providers to >95%.
Reduction of asset downtime for critical infrastructure by >20%.
Successful achievement of defined reorganization milestones within time and budget.
Key challenges, risks or specifics:**
High resistance to change within the existing organization (change management).
Lack of transparency due to fragmented data and missing digital processes.
Complexity in renegotiating or terminating long-standing service provider contracts.
Ensuring operational continuity during restructuring.
Balancing cost reduction pressures with maintaining service quality and employee satisfaction.
Concrete deliverables:**
Milestone 1: Completion of the as-is analysis and presentation of results.
Deliverable 1: Detailed assessment report with SWOT analysis and benchmarking.
Milestone 2: Approval of the new FM/CREM strategy and target operating model.
Deliverable 2: Strategy paper, process map, and implementation roadmap.
Milestone 3: Successful completion of service provider tender(s).
Deliverable 3: Signed new service contracts and handover plan.
Final Deliverable: Handover documentation to subsequent line management.
Requirements
Must-Haves:**
Degree (industrial engineering, facility management, real estate management) or equivalent qualification.
At least 10 years of professional and leadership experience in corporate real estate and/or facility management at corporate or upper mid-sized company level.
Proven track record in restructuring FM/CREM organizations and in change management.
In-depth knowledge in tendering and managing complex FM services.
Nice-to-Haves:**
Facility management certification (e.g., CFM, GEFMA Facility Manager).
Experience as an interim manager.
Experience in the manufacturing industry.
Personal attributes and mindset:**
Strong leadership and motivational skills to guide teams through change phases.
Strategic and entrepreneurial thinking combined with operational implementation strength.
High empathy and social skills in dealing with internal staff and external partners.
Confident demeanor, resilience, and the ability to navigate politically complex situations.
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