First steps as freelance in the areas:

• Project Management
• Portfolio Management
• Project Management Office PMO
• Interim Management

• Leading a department that consist out of five groups, the IT Project Mgmt, Product & Service Coordination, Corporate Systems, Accounting and IT Procurement
• The entire department involved 40 employees

• Leading a department that consist out of three groups, the IT Project Mgmt, Enterprise Service Portfolio and Product & Service Coordination
• The department is a central function that serves the entire IT organisation and includes 25 employees

• Project Management for the set-up of Portfolio Management at Hamburg Süd with tangible benefits and results
• Prioritization of all IT projects by business and IT criterias and setting up the IT Roadmap
  
• Design and implementation of the puzzle process, the planning and prioritization mechanism of the ITS
  
• Optimizing budget transparency and control on the ITS budget
  
• Leading the Joint Roadmap Initiative for the integration of the HSUD Systems into Maersk Tech
  

• Responsible for the development and implementation of the strategy of the Division Europe
• Business Development is furthermore in charge of the preparation of strategic decisions and works directly to the CEO of the Division Europe

• Responsible for the development and operational management of the Cost of Energy Program (COE) within Global Project Management for improving the competiveness of Nordex products

• Introduction and management of the Development Decision Day for strategic decisions on the product roadmap
  
• Successful Project Management of confidential and high-level projects, e.g. implementation of a new organisation
  
• Development and implementation of a project management methodology for strategic projects
  
• 13,8 % cost of energy reduction in 2016 within Global Project Management
  

• Project manager for strategic projects within the Engineering department and reporting directly to the CTO. Project encompasses the preparation for an offshore license deal, a business-critical vendor due diligence

• Design and implementation of the GDP (Global Development Planning) for companywide decisions
  
• Successful completion of 2 business critical Due Diligences, in time budget and to good standard
  
• Successful Project Management of confidential and high-level projects, e.g. preparation of a joint venture
  

• Ramping up of the PMO, Design and realisation of PMO and project management processes based on PMI
  
• Certification as PMP obtained
  
• Set up of a certification program of all IT Project Manager in order to obtain the PMP (Project Management Professional)
  
• Project delivery for selected initiatives over the entire life cycle, e.g. CMMI implementation
  
• Establishment of resource planning and project controlling
  
• Achieving transparency on all SAP and infrastructure projects on time, cost and quality
  
• Establishing the PMO as governance body for the phase gate reviews and as approval body
  

• Consulting within the Capgemini Outsourcing Division for the transition of new or existing IT services to Capgemini
• This consulting assignment included the support of three different outsourcing accounts, Dräger, SCHUFA and Hochtief

• Project Manager for the transition of various terminated IT services to new vendors (SD, MDS, LAN and various other applications)
• The project had a budget of ? 1.000.000 with up to 40 resources and required close coordination with 5 outsourcing companies

• Senior Project Analyst for a project portfolio which delivered software enhancements to existing web application of the HMRC
• The portfolio managed an annual budget of ?5.000.000 with 70 resources

• Aim of the project was the strategic conversion of all existing proposals to a new commercial model, called ?contract simplification ?
• The project team consisted out of members from commercial finance and corporate finance

• ?Sovereign? was a change program for a major delivery unit of 1800 employee
• The aim of the Sovereign PMO was the coordination of multiply change initiatives
• The ?Sovereign? budget was about ?6.000.000