PMO mit > 20 J. Leadership-Erfahrung, stark in Collaboration, ESG, Stakeholder-Management und strategischer Kommunikation.
Aktualisiert am 18.06.2024
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Verfügbar ab: 18.06.2024
Verfügbar zu: 100%
davon vor Ort: 100%
Project Management Office
Sustainability/ESG Implementation

Einsatzorte

Einsatzorte

Deutschland, Schweiz, Österreich
möglich

Projekte

Projekte

1 Jahr 3 Monate
2023-04 - heute

Conception and development of a digital business model

Innovative and trend-setting platform for interim professionals in the German-speaking parts of Europe, has emerged as a start-up from a private network of interim professionals. The Company began building a new type of digital community for interim professionals. Features like newsfeed and instant messaging, project exchange, open/closed focuses group and several tools for transformation and marketing automation are used.

  • Conception and development of a digital business model to build a community of interim professionals. 
  • Organizing investor meetings. Building a team for areas like Performance & Content Marketing, Events & Partnerships, Fullstack Development, Software Architecture & KI. Building a brand. 
  • Additional Role of an IT Project Manager. 
  • Developing a corporate infrastructure.

on request
Kreuzlingen, Switzerland
4 Jahre 2 Monate
2020-05 - heute

stakeholder management

  • As an external member of the supervisory board, he advises on the strategic orientation, supports the supervision of management, decides on important personal issues and contributes an external perspective as a part of his professional expertise, especially stakeholder management.
SRH University of Health Sciences
Gera, Germany
10 Monate
2023-03 - 2023-12

infrastructure project

  • The aim was to increase acceptance of the infrastructure project among population through proactive change management. 
  • To this end, systematic stakeholder management was carried out, e.g. by stakeholder mapping, digital dialogue forums, development of communities; in particular, the Agile Scales Framework was used. 
  • Project ended when approval ratings in opinion polls had increased so dramatically that the licence to operate was secured - Arcadis started in December 23.

Parkwind, Offshore-Wind Farm Arcadis East 1
Rügen, Germany
3 Jahre 9 Monate
2020-01 - 2023-09

creating a vision for corporate communication

CMO
CMO
  • As CMO with a non-voting membership in the UM Vorstand, he was e.g. responsible for the PMO of the whole organization during the coronavirus pandemic. One important task was the awareness-raising work in the fight against the Covid-19 virus. The collaboration with the renowned vaccine manufacturer BioNTech and with the pharmaceutical manufacturer Boehringer Ingelheim was close.
  • In addition to effectively defusing several situations that threatened the organisation's reputation, Enzweiler's mandate focused on the extensive restructuring of corporate communications, marketing and ESG communications. Following a reorganisation, the number of social media channels increased fivefold between 2021 and 2023, with follower numbers and engagement rates rising significantly during project period.
  • In addition to creating a vision for corporate communication, the promotion of a culture of learning and constant innovation within the team and the strengthening of diversity were also prioritised. 
  • To this end, he used agile methods such as Sprint and Kanban. 
  • Work was also carried out on community projects as part of social intranet planning.
University Medical Center
Mainz, Germany
9 Monate
2021-08 - 2022-04

Optimizing digital communication channels

  • He proceeded as follows: Preparing for crises, particularly with regard to quality problems or sustainability issues that may affect the industry. 
  • Optimizing digital communication channels and social media presence.
  • Closing gaps in internal communication to promote a strong corporate culture.
  • Implementing a new communication strategy. 
  • Measuring success using predefined KPIs. 
  • During the mandate, several crisis communication situations were defused together with the team. 
  • The company's reputation was maintained and even strengthened. 
Hochland Group
Allgäu, Germany
4 Jahre 2 Monate
2018-01 - 2022-02

strategy development

Senior Advisor
Senior Advisor
  • As a Senior Advisor, he carried out the following project steps together with the decision-makers at RRA Germany:
    • target group analysis
    • strategy development
    • strengthening the brand identity & targeted marketing and PR campaigns as well as media placements
    • development of partnerships
    • setting up KPIs and regular performance measurement
  • Measured against the KPIs of reach and brand awareness, the initial values were increased by + 123% and + 86% respectively during the project period
Russell Reynolds Associates
Various Locations
3 Jahre
2019-02 - 2022-01

sales strategy

  • realignment of sales strategy
  • training and coaching
  • use of CRM for better customer management
  • use of AI for better data analysis and lead generation
  • development of a performance-based renumeration system with targets
  • harmonization of marketing and sales for better lead generation

Securitas AB
Stockholm, Sweden/Düsseldorf , Germany
4 Monate
2020-03 - 2020-06

various Projects

  • With the help of updates via social intranet and crisis apps, the workforce was kept up to date 24/7. 
  • Communication took place via social media, press releases and interviews with the regional media. 
  • An intensive dialogue was started with stakeholders, customers and suppliers, workforce was always the first to be informed. 
  • Cooperation with the regional authorities was also intensive and went smoothly.
  • KWB emerged from the pandemic even stronger since trust in the integrity and transparency of the company had grown further.
KWB Energiesysteme GmbH
St. Margarethen, Austria
1 Jahr 2 Monate
2019-01 - 2020-02

production, marketing & communication

  • Risks in the relevant business area including identifying weak points in the supply chain, assessing the quality assurance processes and reviewing customer satisfaction, were identified. 
  • A multidisciplinary team was formed to respond quickly to crises. 
  • Team consisted of departments such as production, marketing & communication. 
  • A plan was developed to restore customer and public confidence in the event of a crisis.
  • Quality controls in the manufacture of products were also intensified to ensure that products meet the high standards. 
  • Supply chain management was recognizing bottlenecks at an early stage.
  • Feedback systems and training programs were perfected. 
  • Agile methods were practized in simulation workshops training to react flexibly to changes.
Hermès International SCA
Paris, France
9 Monate
2019-04 - 2019-12

Stakeholder management

  • Acute crisis communication regarding the surfacing of an alleged ?blood test for breast cancer" and related reshuffling of the Board of Directors.
  • Interim management task as Chief Communication & Marketing Officer and as a non-voting member of the Executive Board. 
  • Active support of top management through print and social media work.
  • Stakeholder management through message setting with supervisory boards, boards of directors and newspapers. 
  • The Net Promotors Score recommendation index rose from 59% to 63% in patient surveys despite the crisis situation during the period under review.
  • This testifies for the fact that the hospital's reputation and brand have not only remained stable as a result of the contribution made by crisis communication, but have even increased.
University Medical Center Heidelberg
Heidelberg, Germany
1 Jahr
2019-01 - 2019-12

Sales Strategy

Suzlon Energy Ltd specializes in development, manufacturing and marketing of wind power generation systems - a leading global provider of renewable energy solutions. The German branch of SUZLON Energy Ltd is located in Rostock and Hamburg and is part of the Suzlon Technology Organization. Suzlon Group is one of the largest wind turbine manufacturers in Asia and has a long-standing connection with Germany, as Suzlon already worked intensively with German researchers during its founding phase in the early 2000s. Together with the sales teams, a new B2B sales & marketing strategy was to be generated for the Europe & Middle East regions. In addition, the sales teams were to be trained to increase sales for the two most important wind turbine models.

  • Sales Strategy was optimized in 7 steps:
    • market segmentation
    • product positioning
    • brand building
    • digital marketing
    • CRM
    • partnerships & networks
    • performance tracking
  • Budgeting played an important role in the project. 
  • At the end, the sales figures for the two most successful wind turbine product lines had risen by +23% within one year.
Suzlon Energy Ltd
Pune, India /Hamburg , Germany
1 Jahr 5 Monate
2018-02 - 2019-06

Conception & implementation of a digital business model

  • Conception & implementation of a digital business model for content marketing as part of a mandate as interim managing director. 
  • During the project period, the number of customers increased by +32%, revenue by +27%.
  • Successfully set up a new digital unit based on Kotter's principle of two systems within one organization with a focus on Digital Content Marketing.
Hoffmann und Campe X
Hamburg, Germany
2 Jahre 5 Monate
2015-05 - 2017-09

manipulation and exhaust gas manipulation

  • Active crisis prevention in the face of class actions law suits as a result of alleged market manipulation and exhaust gas manipulation. 
  • Litigation communication contributed to the dismissal of numerous lawsuits filed by US hedge funds.

Porsche Automobil Holding SE
Stuttgart, Germany
1 Jahr 3 Monate
2016-03 - 2017-05

One-on-one coaching and workshops

  • One-on-one coaching and workshops with several executives regarding change management and Clevel positioning
  • Active positioning work in newspapers, magazines and social media
Microsoft
Munich, Germany
1 Jahr 7 Monate
2015-04 - 2016-10

Implementation of crisis prevention systems

  • Active crisis communication s interim manager facing logistics and supply chain problems in the entire company - Consequent Implementation of crisis prevention systems.
Orifarm Supply A/S
Odense, Denmark
2 Jahre 8 Monate
2011-07 - 2014-02

various Projects

  • Responsible for the Düsseldorf, Bonn and Frankfurt offices, overseeing more than 200 employees. 
  • Increase in sales by +41% during the project period, increase in operating margin by +46%. 
  • Under Enzweiler's leadership, Ketchum managed to become the largest communications consultancy in Germany.
Ketchum Germany GmbH
Düsseldorf, Germany
5 Jahre 3 Monate
2006-04 - 2011-06

Issues Management

Managing Director
Managing Director

  • As Managing Director and member of the Management Board Germany responsible for a Team Practice with continuous double-digit growth rates in revenues and margins. 
  • Also Head of the Düsseldorf office.
  • Enzweiler was responsible for M&A Communication, Crisis Communication and Issues Management.
  • Within 5 years, a dedicated practice was built with a growth rate of +226% in revenue and +374% in operating margin.

Finsbury Glover Hering
London, UK / Düsseldorf, Germany

Aus- und Weiterbildung

Aus- und Weiterbildung

Executive MBA

Kellogg School of Management & WHU Otto Beisheim


PhD in Economics

University of Muenster


Diplom (MSc. Equivalent) in Economics

University of Cologne


Editor for Business and Economics

School of Journalism, Cologne


Abitur

Abtei-Gymnasium Duisburg


Certificates / Further Training

  • Application of artificial intelligence
  • Business continuity & crisis manager
  • Digital marketing manager & strategist
  • Prince 2 foundation; design thinking Mediaton

Position

Position

  • Managing Director and C-Level tasks in consultancies and start-ups ad interim
  • Project Management Officer, PMO.
  • Head of Sales & MarCom.
  • Scaled Agile Framework & Budgeting

Kompetenzen

Kompetenzen

Top-Skills

Project Management Office Sustainability/ESG Implementation

Produkte / Standards / Erfahrungen / Methoden

Mission Statement
  • Increase sales, raise awareness, strengthen reputation: Sales, Marketing & Communications as an integrated process.
  • Managing projects and shaping highperformance teams with 5 core values: trust, performance, empathy, optimism, reliability.


Leadership Style

  • Focused on transformation management & the use of digital technologies to change business models, processes and products.
  • Managing multifunctional teams as a reliable helmsman by strong motivation skills.

Branchen

Branchen

  • Healthcare
  • Renewables
  • Luxury
  • Tech
  • Automotive
  • Media
  • Management consulting

Einsatzorte

Einsatzorte

Deutschland, Schweiz, Österreich
möglich

Projekte

Projekte

1 Jahr 3 Monate
2023-04 - heute

Conception and development of a digital business model

Innovative and trend-setting platform for interim professionals in the German-speaking parts of Europe, has emerged as a start-up from a private network of interim professionals. The Company began building a new type of digital community for interim professionals. Features like newsfeed and instant messaging, project exchange, open/closed focuses group and several tools for transformation and marketing automation are used.

  • Conception and development of a digital business model to build a community of interim professionals. 
  • Organizing investor meetings. Building a team for areas like Performance & Content Marketing, Events & Partnerships, Fullstack Development, Software Architecture & KI. Building a brand. 
  • Additional Role of an IT Project Manager. 
  • Developing a corporate infrastructure.

on request
Kreuzlingen, Switzerland
4 Jahre 2 Monate
2020-05 - heute

stakeholder management

  • As an external member of the supervisory board, he advises on the strategic orientation, supports the supervision of management, decides on important personal issues and contributes an external perspective as a part of his professional expertise, especially stakeholder management.
SRH University of Health Sciences
Gera, Germany
10 Monate
2023-03 - 2023-12

infrastructure project

  • The aim was to increase acceptance of the infrastructure project among population through proactive change management. 
  • To this end, systematic stakeholder management was carried out, e.g. by stakeholder mapping, digital dialogue forums, development of communities; in particular, the Agile Scales Framework was used. 
  • Project ended when approval ratings in opinion polls had increased so dramatically that the licence to operate was secured - Arcadis started in December 23.

Parkwind, Offshore-Wind Farm Arcadis East 1
Rügen, Germany
3 Jahre 9 Monate
2020-01 - 2023-09

creating a vision for corporate communication

CMO
CMO
  • As CMO with a non-voting membership in the UM Vorstand, he was e.g. responsible for the PMO of the whole organization during the coronavirus pandemic. One important task was the awareness-raising work in the fight against the Covid-19 virus. The collaboration with the renowned vaccine manufacturer BioNTech and with the pharmaceutical manufacturer Boehringer Ingelheim was close.
  • In addition to effectively defusing several situations that threatened the organisation's reputation, Enzweiler's mandate focused on the extensive restructuring of corporate communications, marketing and ESG communications. Following a reorganisation, the number of social media channels increased fivefold between 2021 and 2023, with follower numbers and engagement rates rising significantly during project period.
  • In addition to creating a vision for corporate communication, the promotion of a culture of learning and constant innovation within the team and the strengthening of diversity were also prioritised. 
  • To this end, he used agile methods such as Sprint and Kanban. 
  • Work was also carried out on community projects as part of social intranet planning.
University Medical Center
Mainz, Germany
9 Monate
2021-08 - 2022-04

Optimizing digital communication channels

  • He proceeded as follows: Preparing for crises, particularly with regard to quality problems or sustainability issues that may affect the industry. 
  • Optimizing digital communication channels and social media presence.
  • Closing gaps in internal communication to promote a strong corporate culture.
  • Implementing a new communication strategy. 
  • Measuring success using predefined KPIs. 
  • During the mandate, several crisis communication situations were defused together with the team. 
  • The company's reputation was maintained and even strengthened. 
Hochland Group
Allgäu, Germany
4 Jahre 2 Monate
2018-01 - 2022-02

strategy development

Senior Advisor
Senior Advisor
  • As a Senior Advisor, he carried out the following project steps together with the decision-makers at RRA Germany:
    • target group analysis
    • strategy development
    • strengthening the brand identity & targeted marketing and PR campaigns as well as media placements
    • development of partnerships
    • setting up KPIs and regular performance measurement
  • Measured against the KPIs of reach and brand awareness, the initial values were increased by + 123% and + 86% respectively during the project period
Russell Reynolds Associates
Various Locations
3 Jahre
2019-02 - 2022-01

sales strategy

  • realignment of sales strategy
  • training and coaching
  • use of CRM for better customer management
  • use of AI for better data analysis and lead generation
  • development of a performance-based renumeration system with targets
  • harmonization of marketing and sales for better lead generation

Securitas AB
Stockholm, Sweden/Düsseldorf , Germany
4 Monate
2020-03 - 2020-06

various Projects

  • With the help of updates via social intranet and crisis apps, the workforce was kept up to date 24/7. 
  • Communication took place via social media, press releases and interviews with the regional media. 
  • An intensive dialogue was started with stakeholders, customers and suppliers, workforce was always the first to be informed. 
  • Cooperation with the regional authorities was also intensive and went smoothly.
  • KWB emerged from the pandemic even stronger since trust in the integrity and transparency of the company had grown further.
KWB Energiesysteme GmbH
St. Margarethen, Austria
1 Jahr 2 Monate
2019-01 - 2020-02

production, marketing & communication

  • Risks in the relevant business area including identifying weak points in the supply chain, assessing the quality assurance processes and reviewing customer satisfaction, were identified. 
  • A multidisciplinary team was formed to respond quickly to crises. 
  • Team consisted of departments such as production, marketing & communication. 
  • A plan was developed to restore customer and public confidence in the event of a crisis.
  • Quality controls in the manufacture of products were also intensified to ensure that products meet the high standards. 
  • Supply chain management was recognizing bottlenecks at an early stage.
  • Feedback systems and training programs were perfected. 
  • Agile methods were practized in simulation workshops training to react flexibly to changes.
Hermès International SCA
Paris, France
9 Monate
2019-04 - 2019-12

Stakeholder management

  • Acute crisis communication regarding the surfacing of an alleged ?blood test for breast cancer" and related reshuffling of the Board of Directors.
  • Interim management task as Chief Communication & Marketing Officer and as a non-voting member of the Executive Board. 
  • Active support of top management through print and social media work.
  • Stakeholder management through message setting with supervisory boards, boards of directors and newspapers. 
  • The Net Promotors Score recommendation index rose from 59% to 63% in patient surveys despite the crisis situation during the period under review.
  • This testifies for the fact that the hospital's reputation and brand have not only remained stable as a result of the contribution made by crisis communication, but have even increased.
University Medical Center Heidelberg
Heidelberg, Germany
1 Jahr
2019-01 - 2019-12

Sales Strategy

Suzlon Energy Ltd specializes in development, manufacturing and marketing of wind power generation systems - a leading global provider of renewable energy solutions. The German branch of SUZLON Energy Ltd is located in Rostock and Hamburg and is part of the Suzlon Technology Organization. Suzlon Group is one of the largest wind turbine manufacturers in Asia and has a long-standing connection with Germany, as Suzlon already worked intensively with German researchers during its founding phase in the early 2000s. Together with the sales teams, a new B2B sales & marketing strategy was to be generated for the Europe & Middle East regions. In addition, the sales teams were to be trained to increase sales for the two most important wind turbine models.

  • Sales Strategy was optimized in 7 steps:
    • market segmentation
    • product positioning
    • brand building
    • digital marketing
    • CRM
    • partnerships & networks
    • performance tracking
  • Budgeting played an important role in the project. 
  • At the end, the sales figures for the two most successful wind turbine product lines had risen by +23% within one year.
Suzlon Energy Ltd
Pune, India /Hamburg , Germany
1 Jahr 5 Monate
2018-02 - 2019-06

Conception & implementation of a digital business model

  • Conception & implementation of a digital business model for content marketing as part of a mandate as interim managing director. 
  • During the project period, the number of customers increased by +32%, revenue by +27%.
  • Successfully set up a new digital unit based on Kotter's principle of two systems within one organization with a focus on Digital Content Marketing.
Hoffmann und Campe X
Hamburg, Germany
2 Jahre 5 Monate
2015-05 - 2017-09

manipulation and exhaust gas manipulation

  • Active crisis prevention in the face of class actions law suits as a result of alleged market manipulation and exhaust gas manipulation. 
  • Litigation communication contributed to the dismissal of numerous lawsuits filed by US hedge funds.

Porsche Automobil Holding SE
Stuttgart, Germany
1 Jahr 3 Monate
2016-03 - 2017-05

One-on-one coaching and workshops

  • One-on-one coaching and workshops with several executives regarding change management and Clevel positioning
  • Active positioning work in newspapers, magazines and social media
Microsoft
Munich, Germany
1 Jahr 7 Monate
2015-04 - 2016-10

Implementation of crisis prevention systems

  • Active crisis communication s interim manager facing logistics and supply chain problems in the entire company - Consequent Implementation of crisis prevention systems.
Orifarm Supply A/S
Odense, Denmark
2 Jahre 8 Monate
2011-07 - 2014-02

various Projects

  • Responsible for the Düsseldorf, Bonn and Frankfurt offices, overseeing more than 200 employees. 
  • Increase in sales by +41% during the project period, increase in operating margin by +46%. 
  • Under Enzweiler's leadership, Ketchum managed to become the largest communications consultancy in Germany.
Ketchum Germany GmbH
Düsseldorf, Germany
5 Jahre 3 Monate
2006-04 - 2011-06

Issues Management

Managing Director
Managing Director

  • As Managing Director and member of the Management Board Germany responsible for a Team Practice with continuous double-digit growth rates in revenues and margins. 
  • Also Head of the Düsseldorf office.
  • Enzweiler was responsible for M&A Communication, Crisis Communication and Issues Management.
  • Within 5 years, a dedicated practice was built with a growth rate of +226% in revenue and +374% in operating margin.

Finsbury Glover Hering
London, UK / Düsseldorf, Germany

Aus- und Weiterbildung

Aus- und Weiterbildung

Executive MBA

Kellogg School of Management & WHU Otto Beisheim


PhD in Economics

University of Muenster


Diplom (MSc. Equivalent) in Economics

University of Cologne


Editor for Business and Economics

School of Journalism, Cologne


Abitur

Abtei-Gymnasium Duisburg


Certificates / Further Training

  • Application of artificial intelligence
  • Business continuity & crisis manager
  • Digital marketing manager & strategist
  • Prince 2 foundation; design thinking Mediaton

Position

Position

  • Managing Director and C-Level tasks in consultancies and start-ups ad interim
  • Project Management Officer, PMO.
  • Head of Sales & MarCom.
  • Scaled Agile Framework & Budgeting

Kompetenzen

Kompetenzen

Top-Skills

Project Management Office Sustainability/ESG Implementation

Produkte / Standards / Erfahrungen / Methoden

Mission Statement
  • Increase sales, raise awareness, strengthen reputation: Sales, Marketing & Communications as an integrated process.
  • Managing projects and shaping highperformance teams with 5 core values: trust, performance, empathy, optimism, reliability.


Leadership Style

  • Focused on transformation management & the use of digital technologies to change business models, processes and products.
  • Managing multifunctional teams as a reliable helmsman by strong motivation skills.

Branchen

Branchen

  • Healthcare
  • Renewables
  • Luxury
  • Tech
  • Automotive
  • Media
  • Management consulting

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