Overall responsible Program Director for the XBID Programme to create a central service for Europe-wide cross-boarder intraday trading in the energy market. The multi-million initiative is based on a request for offer by the European Commission?s DG Energy department that was won in 2013 by the client. Successful turn-around management incl. complex stakeholder mgmt, business case creation, introducing monthly steering committees on CxO level minus one and board ExCo?s. Covered responsibilities via streams from commercial over legal/negotiation to technical streams on IT and infrastructure. The pro-active introduction of a 4 day lock-in meeting ?conclave? in Brussels in February 2015 facilitated overdue agreements. Subsequently, the primary objective of the mandate to obtain the signatures for the master service contract ? of 900 pages ? by all 5 major European Power Exchanges has been fully accomplished in June 2015. Hand-over to IT delivery mode in finalization. References available including press coverage i.e. Reuters and others

IT program manager in financial platform programme ?Magellan? with full delivery responsibility for multi-million Euro budget agile project in Sales and Analytics Program ?Kunden- und Vertriebsdaten-Management? KVD in Magellan platform (SAP & Merger) containing 7 projects: Aktivierung-Kunden-Kontakte@FACE, Kundenportfoliolisten, Qualitätsansprachen, Aktivitäten, Anbahnungen, Termine, Reportings Vertriebsgeschäftspartner-Modellierung.and successful retirement of legacy appications to deliver synergies. Agile project co-operation with Postbank FACE application with 2 releases.

Project Manager of RTP EP1 business critical project ?Sonderkonditionen? with successful go-live on time and various IT architect and governance roles in the domain sales and analytics, e.g.: alignment of applications to new domain sales/digital insights from former domain sales & channels.

Senior Management Support for 220+ ppl testing department within a major platform and merger program. Full responsibility for change management in project RTP Test, miscellaneous trouble shooting mgmt and central responsibility of extensive 350+ ppl (incl. infrastructure and development) weekend testing measure in order to preserve go-live timeline. Also: Board-level triggered external audit on Test Reporting.

Head of PMO for 60+ ppl IT infrastructure setup project within a major platform and merger program. Replacing a 4,5 FTE team of de-boarded ?big 5? consulting competitor. Stabilization measures with 2 FTE internal mgt staff. Assessment of structural improvement potential and preparation of re-org.

Business Consulting - Overall coordination on behalf of business regarding all aspects & involvement in a major platform and merger project for online channels. Business Concepts re 7 areas of improvement, i.e. customer self-administration to photo-payments, were orchestrated and feasibility ensured.

Head of Business Analysts & PL Coach ? spearheading Project Phoenix 0.1 regarding an innovative sales & channels instrument to foster branch bound sales

Head of Project Management Office (turn-around management, multi vendor, multi national, 90+ ppl department) Keywords: Restructuring and re-vitalisation of central department, turn-around management, KPIs, communication management, foster department growth Several management measures applied after initial assessment workshops to close gaps in processes and reporting landscape. Accompanied by a change in the vendor strategy this enabled the serviced department to improve its business performance in a sustainable way. More recent measures included communication to C-level management as well as award and news submissions. Very positive feedback by W.Gaertner, CIO GIS, on departement?s development during ?status update? received.

Co-PL & Head of Project Management Office (strategic project, listed in client?s Top 5 initiatives, multi vendor, multi national, 120 ppl) Keywords: Full responsibility for all project management services As head of the project management team ? starting with staff selection from brand consultants (CSC team). In co-operation with the newly appointed client?s project manager the project was re-arranged and did fully deliver on time. Major contributions consist of the planning and tracking approach of all deliverables and financial management. Project objective was an architectural renewal of a strategic application set with direct visibility to the national market: https://meine.norisbank.de https://meine.deutsche-bank.de The project was awarded 1st place as international best use of IT in retail banking by the reknown FST 2010 awards: http://www.fstech.co.uk

Project Manager (1 of 4 PM resp. f. 250 ppl project) Banks throughout Europe had to align system landscapes in order to adhere to the new ?Single European Payments Area? (SEPA) standards demanded by the European Commission. Over 50 multi-national applications had to be ?concerted? to support above functionality until Go-Live 28th Jan 2008. The mandate included an initial assessment for adequate management instruments plus full implementation incl. the successful delivery of the Go-Live. In addtion, a second consultant from Hartings GmbH was introduced during 7 month QA phase to support the client?s IT coordinators with this specialist in test management and reporting.

Project Manager (1 of 5 PM resp. f. 400 ppl project) Management responsibility for middle tier of client company managers Partner System Managment, liasing with PMs for 108 connected systems Plan and lead over 300 interconnection tests with ~70 ppl to afore mentioned systems. Full responsibility for all web-client integrations to customer care (in parts international), streamlining processes. Yearly planning of project phases (Demand-Packaging, Analysis, Design, Impl, Test/QS, Deployment, GoLive), sporadic: incident and change management. Serveral measures aimed at process improvement, including workshops mapping business processes and IT application use cases / telco mobile.

Assessment study of IT system stack: During the second quarter of 2006 I conducted the aforementioned study as management consultant reporting directly into the chief information officer (CIO) of an international telecommunication company. Markets, customers and products (DSL) were used to scope segments in the value chain and respective contributions by present IT systems as well as previously undocumented business processes. Moreover recommendations and measures have been derived and developed. Telco fixed wire, land line

The mandate covered demand management for requested projects, coordination of projects as well as business analysis responsiblities to assess optimization potentials. Project domains included telecommunication billing with network aspects, financial controlling, product management, sales force commissioning models for recent mobile offerings. SOX conformance and SLA aspects for afore mentioned business and services were part of the work as well as feasibility studies and requirements management. 4 feasibility studies were conducted, including 1 multi-project management assignment with staff up to 30 ppl.

Business Analysis and project management roles for a strategic prioritized project in the suppply chain domain (25 ppl.). Afore the project showed significant delays - by measurements including PM coaching and setting up proper business modeling, requriments and analysis disciplines the project started to deliver first software results within 4 month according to plan. Conducting agile methodology trainings and practical workshps (i.e. Business Process Modeling, OOA/UML, Use Case Driven Development, Risk Management, SCRUM). Tools: MS Project, Requisite Pro, Rose, Clear Case, Webshpere AppServer, ...