• Restrukturierung und Entwicklung einer IT-Abteilung von 6 auf 8 FTE?s sowie des Projektportfolios über eine Cloud-basierte Plattform zur Umsetzung von Digitalisierungs-, eCommerce- und Geschäftsfeldinitiativen
• Einführung Cloud-Based Plattform "monday" sowie über 20 Digitalisierungs- und eCommerce Projekte in Bezug auf Systemlandschaft und Prozesse mit 8 Direkt bzw. Partner Reports (CH und GR) mit Volumen von 1 Mio. CHF

Mein Fokus lag auf der Gestaltung und Transformation von digitalen Geschäftsmodellen und Produktportfolios, dem digitalen und organisatorischen Wandel sowie der Optimierung des Geschäftsbetriebs sowie der IT-Infrastruktur.

• Entwicklung einer App ?B2B2C Services? für ein Facility Services- und Cateringunternehmen mit Projektvolumen von 1 Mio. CHF
• Leitung des agilen Projektportfolios und des Applikationsmanagements sowie Optimierung der Enterprise-Architektur in Bezug auf die Integration neuer Kunden für ein Finanzierungsinstitut

• Design of the new IT strategy with a business case for the ERP system change from SAP/R3 to SAP/4HANA with standardized components up to a modular system landscape including implementation of digital and innovative technology stacks (CRM)

• Situation: Company requests modernizing its business and system landscape to make it fit for the digital age economy
• Action: As-Is/To-Be analysis and GAP identification of processes, organization, and information technology
• Result: Design of a modern TOM based on a modular and digital system landscape

• Situation: Company requested cost optimization and increasing efficiency of the IT and application support service organization
• Action: As-Is/To-Be analysis and GAP identification of the support service and ticketing organization
• Results: Put in place a new support service organization with a third-party provider (outsourcing), assuring cost cutting and assuring dedicated specific technical resources

• Lead the project ?intelligent process automation? in analyzing the workflows of a service center with BPMN, providing automated and digitalized business support workflows and processes
• Defined with AI coordinated data gathering from all channels, extraction of main data and categorization and prioritization of inquiries
• Defined rule based allocations (RPA) of categorized and prioritized inquires to according automated processes
• Defined the new organization with its outbound channels for interacting with customers regarding inquires and specific cases
• Reorganized the unit and accompanied the workforce in their transition with change management measures

• Situation: Acquisition of a new global pharmaceutical player
• Action: As-Is/To-Be analysis and Gap identification of the business processes, the personnel requirements, the organizational structure, the locations, the information system and its management
• Based on workshops and interviews defined the end to end value chain, front and back office, the and technology/system for delivering services to the new customer
• Defined the processes and functional processes, the organizational structure, roles, capabilities and KPI?s (governance and according reporting)
• Identified the required skill set of and the number of required employees
• Result: Successfully implemented the TOM that generated significant new revenue

• Situation: The global pharma account requested cost cuttings
• Action: Analysis of the operational activities of all branches with considerable potential for harmonization with significant cost savings
• Project management, planning and conducting workshops with site managers
• Designed and implemented an Excel-based analysis tool to record the comparative tasks of all sites
• Cross-comparison and identification of the tasks of the branches to identify potential for harmonization
• The sites involved were compared using a common schema and process structure to identify differences and similarities
• Result: The information obtained resulted in best practices
• By combining and standardizing these best practices, harmonization potential could be integrated in the individual locations, and significant cost reductions were reached

• Entwicklung der Geschäfts- und Digitalstrategie und Erstellung des Businessplans und Business Cases inklusive Markt-, Zielsegment- und Konkurrenzanalysen sowie Identifikation der Kundenbedürfnisse für die Entwicklung des digitalen Assessment-Tools (MVP) zur Messung des kulturellen Profils von Personen und Unternehmen

• In the context of digitalization for Credit Suisse defined as project manager with 5 team members a new business model, defined the strategy and a modular product portfolio and concept of daily core- and non-core banking offerings, ?pay-as-you-go?
• Conducted research and analysis, i.e., client attrition analysis, target segment analysis and client and potential behaviour analysis, product/service portfolio analysis, and market segmentation analysis
• Conducted a competitor analysis (relative market share analysis with BCG-matrix) as well as SWOT-analysis with SWOT-matrix followed by defining strategic options
• The approach of the project was to adopt ambidexterity that allowed the business unit to be efficient in managing the daily business, while at the same time was also able to cope with the changing environment and demand by adjusting its routines to match this; innovating while keeping the shop open. This to balance both efficiency and innovation
• For the business and product model and strategy definition adopted agile methtodology
• This for identifying missing requirements through managing and prioritizing backlog for continously and incrementally fine tuning features from a customer perspective
• Further also presented the outcomes incrementally to stakeholders in order to reach the final sketch of the solution
• The outcome of the project was a prototype (based on Scrum) of a digital and modular product portfolio daily banking offering, which was presented to senior management as a show case on mobile devices
• Generated the business case and pricing, which based on transactions and chosen products for circumventing the negative intrest rate problematic

• Leitung des 7-köpfigen Teams Schweiz P&L-Verantwortung von 1.5 Mio. CHF
• Verantwortung von Mandaten im Bereich Geschäftsfeld-, Digital- und Innovationstrategie sowie Restrukturierung von Geschäftseinheiten
• Konzeption eines innovativen Geschäftsmodells, welches auf einem modularen und digitalen Produktportfolio mit "Core- und Non-Core"-Banking-Produkten basiert und in die heutige CSX "All-in-one Banking" Lösung integriert wurde.
• Prozessdesign zur Unterstützung der Kundenbetreuung im Rahmen einer "One-Stop-Shop"-Strategie sowie Neugestaltung der Wertschöpfungskette

• Digitalisierung des "Firmengründungsprozesses" sowie Automatisierung des Prozesses und der Digitalisierung des Dokumentmanagements im Zuge der eGov Initiative. Einführung eines intelligenten Priorisierungs-Algorithmus für eine verbesserte User-Experience und Steigerung der Effizienz sowie Senkung der internen Kosten um 140k CHF
• Gesamterneuerung von über 5'000 elektronischen Arbeitsplätzen (Windows XP auf Windows 2007, Office 2003 auf Office 2010)

• Unterricht in den Fächern Wirtschaft, Finanzen und Investition

• Leitung von diversen regionalen und internationalen IT-Plattformtransformationen von bis zu 10 Mio. CHF Total Contract Value für diverse Industrien
• Definition der firmeneigenen Innovationsportfolio-Strategie auf C-Level
• Implementierung des standardisierten und institutionalisierten Innovationsmanagementprozesses