Studium BWL University of Cambridge, Schwerpunkt IT
Abschluß: Diplom BSBA 1986

Postgraduate-Studium MBA Open University Milton Keynes
Abschluß: MBA, 2007

Einsatz von PPS-/ECM-/ERP-/CRM-Systemen, SAP, Datenbanken, Testing Tools
DRP, SOX, IT-Audits, ISPM, Six Sigma, (Web)EDI, BI
(auch im Zusammenhang mit BO und IBM/Maximo)

IT (Systemhäuser), Automotive, Food, Printmedien, Touristik, Banken et al.; kleine, mittlere und große (Konzern-) Unternehmen in Industrie, Handel und Dienstleistung, Telekom

11/2009 - . . .  : neue Internet-Plattform

Branche:

Projektleitung, Development, Testing, QS

Aufgaben:

Zentrale Koordination der Tätigkeiten eines Startup­unter­neh­mens, Management der Design- und Entwicklerteams (multinational, multikulturell), Continuity und Compliance

 

Projektmanagement

Konzeption und Design

Leitung des Developerteams

Release- und Konfigurationsmanagement

Staging, Testing und GoLive-Vorbereitung und -Begleitung

Produkte:

Cloud Computing, verteilte Serverfarmen, MS SQL, Azure SQL, browserbasierte Thin Clients = (reine) Webapplikationen, ASP.NET, C#, VB.NET, AJAX, Java, auch HTML, diverse Schnittstellen

 

08/2009 - 02/2010: Migration Backend-Systeme und Shopsystem auf neue Plattformen

neckermann.de

 

Branche:

Projektleitung und Testmanagement

Aufgaben:

Unterstützung bei der Umstellung des Shopsystems. Testing, Qualitätssicherung, Dokumentation, Vorbereitung GoLive und Außerbetriebnahme alter Shop und anderer nicht mehr benötigter Subsysteme.

 

Projektmanagement

Testing und GoLive-Vorbereitung und -Begleitung

Produkte:

Talend, ESB/ETL, MySQL, Shopsystem Demandware, SAP, diverse Schnittstellen

 

01/2008 - 07/2009: Projektleitung, Development, Testing, QS

Volkswagen AG

 

Branche:

Interim-Projektmanagement mit Development, Release- und Konfigurationsmanagement

Aufgaben:

Entlastung bei einer konzernweiten Einführung des Produktes Maximo MXES bei VW und Audi, Ablösung von Altsystemen, Zusammenarbeit mit dem Generalunternehmer T-Systems und Subunternehmer IBM (Development, Customizing).

 

Projektmanagement

Projektcontrolling

Koordination Development, Tests und QS

Schwachstellenanalyse

Projektreviews

Umsetzung Verbesserungspotential

Kommunikation und Präsentationen

Produkte:

Maximo MXES 6.2, SAP, Oracle, IBM WebSphere V6, ESB, Mainframe Host DB2, diverse andere Schnittstellen

 

07/2005 - 12/2007: Megaprojekt Produkt MPCS Version 3.0 Vista; andere Projekte

Firma T-Systems, Softwarehaus, Automotive

 

Branche:

Interim-Projektmanagement

Aufgaben:

Coaching und Aufbau dreier Startupunternehmen als Projektmanager. Einführung, Arbeit und Schulung des Document-Management-Systems und Content-Management-Systems (u.a. Docuportal, Saperion, ELOoffice, Dr. Doc, Frontoffice, Secure Archiving, Customer Relation Management). Geschäftskundensparte der Deutschen Telekom über T-Systems

 

 

 

 

10/2000 - 07/2005: neue IT-Struktur über eine komplette Firmen-Division

Firma Lear-Corporation, Automotive

 

Branche:

Manager IT Europe

Aufgaben:

Aufbau einer europaweit neuen IT-Struktur über eine komplette Firmen-Division im Automotive Zulieferer Sektor

IT Management - strategische und operationelle Unterstützung auf Divisionsebene für bis zu 72 Lear-Werke europaweit

 

 

Weiter zurückliegende Projekte entnehmen Sie bitte gerne meinem CV/Profil, diese Unterlagen sende ich Ihnen umgehend zu, wenn Sie mir eine kurze Mail schicken.

 

 

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Additonal Project List

Successfully completed projects, examples:

Project / Comments         Duration         Staffsize         Geography         Budget/Value         Type

 

Implementation of IBM/Maximo Maintenance / Asset Management

MRO/IBM Maximo  9+ months         60+                  Germany/         60+ MEUR         O

international

Interim Management stabilisation and continuation of a group project targeting the introduction of MRO-/IBM-product Maximo MXES in a pilot phase and rolling it out afterwards nation- and world-wide

Coordination and harmonization of the involved partners: Customer (VW AG (VW/Audi)), main sup-plier T-Systems, more subcontractors like IBM, BO etc.

Call Center Information System
Sales Force Information System                                 

MIS, VIS        24 months         16 to 48 in 5 companies         - Germany, Austria, Switzerland         120 TEUR         O

Harmonizing intercultural cooperation of five companies in three countries: Improving workflow and data exchange and minimizing resistance and lack of understanding of being in charge and avoiding loss of information. (My role: General Project Leader).

Migration Win2000/WinNT to WinXP                                        

self explanatory         12 months         140 in 70+ plants         Europe         1,75 MEUR         T

Migrating 72 plants in 13 countries successfully with the help of the European team from all the plants within 12 months (included hardware upgrades and more). (My role: Organisational Project Leader).

 

Corporate Merger                                      

Combining, migrating and connecting six different companies at six locations to just one new company      12 months         180+ in 6 compa-nies         ¿ Germany         2,8 MEUR         O

Six companies in three countries means six different company-cultures, three different country-cultures, 30 different ways of approaching a merger and ways of understanding each other in respect of each company having a relationship and individual view to 5 others. The merger completed on time and in budget and the new company was a great success. (My role: Organisa-tional Project Leader).

 

Quality Management Scanning                                             

Tracking of production parts from raw material to shipped goods (design of individual software)  8 months         12+         Bratislava Slovakia - Czech         1,9 MEUR         O, T

The first working prototype had to become functional within 10 working days: Providing organisational and technical specifications, recruiting external programmers, supervising the progress and rollout after the final decision to implement that system: In my role as the General Project Leader I managed to keep pace and delivered the system on time and in budget.

 

Life-Cycle follow up                                           

Strategic design and realisation of a system that tracks security-important components of cars like airbags and black-boxes from purchasing, shipping to detailled event evaluation until end-of-life (design of individual software)   3 months         8+         Rosslynn, East-London - South-Africa         340 TEUR         O, T

A security critical module (airbags) had to be tracked as soon as possible during ongoing production and delivery. The system had to be fail save with regards to already collected data and the difficulties of having the implementation- and maintenance-team in South-Africa and developers here in Central Europe had to be mastered: The project was a success, on time and in budget (My role: Project Leader).

Software-testing and quality control                                             

Selection and implementa-tion of Test-Tools (Mercury)        15 months         15+         - Germany         1,3 MEUR         O, T

The task was not only to drive the selection process but to convince the Head of Development and the other developers ot this choice and the necessary integration steps into their world. The project was very successful and on time and in budget (besides we had to exchange the Head of Development during that project). (My role: Project Co-Leader).

 

MIS                                                   

Integrated system for Sales and Controlling (individual software / customized) 18 months         32+         - Germany         4,5 MEUR         O

A mainframe-based reporting system was expected to show results in realtime based on millions of records: Various difficult solutions made sure that this was achieved successfully. (My role: Team Member and Part-Project Leader).

 

CARAT Systems Management                                       

IT-based administration-tools for resource-management, Travel-group   26 months         45+         - Germany 8,5 MEUR         O

A joined team of 45+ software-designers and developers from two companies at two locations had to be integrated in this project. System infrastructure had to support this proceeding. The project finished on time and in budget. (My role: Organisational Project Leader).

 

DIM DV Information Management                                           

Corporate-wide and country-wide implementation of a new systems information management system    36 months         28+         - Switzerland         16 MEUR         O, T

A rather small project team for such a project: Company has more than 3.000 train-stations at more than 38.000 kilometers of railroad-tracks. The software had to be customized to cover the corporate- and country-wide resource management of the SBB. Automatic status updates from "talking devices" had to be processed from all over the country. The project finished 4 months earlier than expected and far below the expected budget. (My role: Consultant and Advisor and General Project Leader).

 

Controlling System Bank                                        

Data collection from  host and dynamic evaluation of results following control-ling rules (individual)    14 months         4         Bank - Germany         160 TEUR         O, T

Main systems-department had estimated 6 months for system design, 8 months for realization and deployment and another 3 months for testing with live data. The data collection system came live within only three month (without help of the main systems-department) and with just one month of testing time. The rest of the project were additional summarizing- and reporting amendments due to the controlling senior board's request of spreading the system to more parts than once planned: A big success regarding efficiency and costs. (My role: Team Member and Technical Project Leader).

 

ERP                                                   

Strategic migration to new enterprise resource planning system        16 months         20+         - Germany         1,8 MEUR         O, T

Four plants at different locations with three different ERP-Systems had to be migrated to just one common system, with respect of a central financial reporting demand. The project finished on time and in budget. (My role: Organisational Project Leader).

 

Building New Plants                                            

Strategic planning complete technical infrastruc-ture, bidding process, purchasing, recruiting, network, system implementation, tests, going live      18 months         7         involved: Volkswagen, Porsche         3,75 MEUR         O

4 months       5         Lear Gothenburg - Sweden

involved: Volvo Sweden              O

6 months       5         Lear Nizhniy Novgo-rod - Russia                  O

Rather small teams, low budget for the whole infrastructure, from time to time parallel proceedings in three countries, different cultures to be found at the suppliers¿ site: Rather difficult to achieve timely progress and not to boost up costs. The projects finished on time and in budget re-garding the IT part. (My role: Organisational Project Leader).

Sale of plants, carving out, transitional services                                        

De-connecting plants from group-network, migration plans for buyers, financial evaluation, transition plan-ning and cost controlling, follow-up until gone live under buyer's control      6 months         12         Lear Grugliasco - Italy, Villastellone - Italy, Tychy - Poland         500 TEUR         O

Buyers with specific demands: Rather complicated to keep the own systems up and running and carve out the sold part insuring these parts could become functional for the new owner within shortest time. The project finished on time and in budget. (My role: Organisational Project Leader).

 

Strategic Alert System                                         

Technical and enviromental input, sensors to be monitored by a central alert system in each plant, alarm and escalation-concepts, aggregation 8 months         5         72+ plants Europe         7,2 MEUR         T

My part was to organize the acceptance and cooperation of the involved huge number of plants. The rollout worked fine and neither resistance nor technical problems occured due to best practice in preparation. (My role: ¿Harmonizing¿-Part Project Leader).

 

Purchasing Information and Control System, Automotive                                     

The process of purchasing from suppliers, articles, bidding-process, purchasing to cost-center overview and reporting       14 months         4         Germany         400 TEUR         O, T

The challenging part here was: Purchase projects run over 3 years or more. The individual costs to be monitored range from 2 MEUR up to 8+ MEUR. So this Information- and Control-System had to be in place rather quick to replace a weak and buggy Access-DB. The project finished on time and in budget. (My role: General Project Leader).

 

Transition of whole production plant from Sweden to Hungary (production move)                      

6 months       300+         Tanum/Sweden to Györ/Hungary

involved: MAGNA-Steyr, Saab Tidaholm/Sweden  1 MEUR         O

The IT-part of such a production move is rather difficult: 4 involved independent parties and one target: To become productive within a few weeks again and just in time ¿ automotive customers with running production lines do not wait. The project finished on time and in budget.

(My role: IT Project Leader).

 

Corporate Merger: Buying new plants                                     

Due Diligence, survey of infrastructure, specifying and purchasing and implementing of new production- and IT-systems, rolling out of new systems, training and coaching of staff, going live       14 months         124+         Offranville/France, Poznan/Poland

involved: Opel Rus-selsheim         1,2 MEUR         O

It is not unusual that big manufactures buy complete plants to utilize for their own purposes. Such a merger is technically difficult because it is only done within certain time frames regarding the automobile manufacturers and their orders to deliver new parts to their production lines. For this merger regarding a new site Offranville (France) and Russelsheim (Germany, the customer) the project finished on time and in budget. (My role: Organisational Project Leader, adjusting customer demands and local site situations).

 

EDI restructuring for whole system flow                                          

System planning for LAB, FAB (Audi, VW, Porsche), inventory at external stocks, self billing flows, reporting, controlling  6 months         24+         Germany, Slovakia, Czech, involved: Audi, VW, Porsche         650 TEUR         O

Same: Volkswagen, Opel, external suppliers 4 months         36+         Palmela/Portugal,                   

As long as the EDI-data cannot be exchanged electronically there is a big risk of losing control and that means probably losing money regarding the delivery data and the billing data. Both projects finished on time and within budget ¿ whereas taking place in four different countries and cultures. (My role: Organisational Project Leader).

Type: Stands for the proportional relation of the project, means:
More "o"rganisational or more "t"echnical prominence or nearly
balanced as "O, T".

Ziele:
Herausfordernde Aufgaben / Projekte im IT Management, General Management.

Stärken:
Souveräne Persönlichkeit mit Stil und Durchsetzungskraft; Management- und
Führungskompetenz über alle Ebenen; analytisch-konzeptionelle und zielführende
Vorgehensweise. Kommunikativ, pragmatisch handelnd, selbständig aber auch
teamfähig, belastbar, durchsetzungsstark. Loyaler Visionary und Leader.
Erfahrungen national und international mit IT-Organisationen;
Mitwirkung bei der strategischen und operativen Unternehmenssteuerung;
Einsatz von PPS-/ECM-/ERP-/CRM-Systemen, SAP, Datenbanken, Testing Tools;
Projektleitung (auch Einsatz und Steuerung von IT-Lieferanten und
-dienstleistern); Entwicklungsleitung, Mitarbeiterführung (5 bis 280+);
mit DRP, SOX, IT-Audits, ISPM, Six Sigma, (Web)EDI, BI.
Restrukturierung, Turnaround, technische Begleitung von Mergers &
Acquisitions, Carving Out.

Berufserfahrung:

Unternehmensführung:       Umsetzung von Unternehmensstrategien, Restrukturierung,
                           Change- und Krisenmanagement

Marketing und Vertrieb:    Marktanalysen, Handelsmarketing, Corporate Identity,

Werbung und Design, Vertrieb Software im Mainframe-

                           und PC-Server-Bereich, Produktmanagement

 

Produktion:                Logistik, Produktionsplanung und Steuerung, Anbindung
                           Leitstände / BDE, IT-seitige Planung und Aufbau neuer
                           Produktionswerke

Finanzen/Controlling:      FiBu, Kostenrechnung, Kalkulation,
                           Warenwirtschaftssysteme, Managementinformationsysteme

10 Jahre freiberuflicher IT-Consultant, Projektleiter und Entwicklungsleiter
3 Jahre Geschäftsführer in einem Systemhaus
5 Jahre COO / stellvertr. CEO bei einem IT-Dienstleister (Software- und Systemhaus)
5 Jahre Manager IT Europe bei einem internationalen Zulieferer / Automotive