- Engagement Manager und operativer Programmleiter für 16 Behördenprojekte im Rahmen eines umfassenden Digitalisierungsprojektes der Bundesrepublik Deutschland im Auftrag eines Bundesministeriums, mit Verantwortung für ein Dienstleistervolumen von 2400 Personentagen
- Teamleitung, fachliche Führung und Coaching von 10 PwC Associates/Senior Associates
- Vorbildfunktion in den Bereichen Diversity, New Work, Servant und Thought Leadership
- Exzellentes Programm- und Projektmanagement aufgrund umfangreicher methodischer und operativer Erfahrung in der Durchführung und dem Management von großen digitalen Projekten
- Hervorragendes PMO-, Stakeholder-, Risiko- und Change-Management in leitender Funktion für Multiprojekt-Engagements

To meet changing customer expectations through digitalization, the subsidiaries had to be transformed and started working according to agile principles. Initiation of a culture change with a focus on the implementation of agile tools and structures as well as a focus on innovation and learning, customer orientation and collaboration. The result was the integration of sustainable change through the implementation of agile ways of working, the increase of customer orientation and the intensive involvement of managers and employees in the change process.

• Agile Project Management

• Design Thinking

• Change Management

CARIAD SE is the automotive software company for all Volkswagen brands which dedicated themselves to become a fully scaled agile company using the SAFe method. I supported the top management organization level 2 and 3 with a team of 5 Consultants and 2 Senior Consultants in the solution train of Infotainment with the brands Audi and Porsche. Furthermore, I was in implementing the task force on product owner level to reach the SOP. My team organized and executed the PI-Planning, Inspect & Adapt and Retrospective. 

• Lead the Top Management Support Team on organizational level 2 and 3

• Implemented SAFe, responsible for PI-Planning, I&A and other ceremonies on solution level

• Managed and moderated the task force on product owner / business owner level to reach SOP

• Created a SAFe Lean Center of Excellence to establish portfolio agility

- Scaled Agile Framework

- IT PMO

- KANBAN

While the Federal Ministry of Interior and Communication are digitizing the bureaucratic affairs of german citizens, the large-scale project OZG and FIM are managing and prioritizing this major task to while also reaching the deadline agreed upon on the European Union. The project was aimed to analyze the BPM between on national level and implementing agile project management in a unit who was transitioning into a new department.

• Lead Business Process Management Team

• Implemented agile project management in unit of 50 federal officers

• Refined a new organization for relocation into a new federal office 

Reorganization of Berlin?s major energy & utilities company as part of the strategic realignment against the decentralization of the asset portfolio, the demographic upheaval and the newly introduced digitization strategy.

• Designed strategic reorganization roadmap 

• Strategic alignment and interviewing top management

• Process Management and workshop facilitation

• Target Operating Model

Volkswagen introduced his new ID.3 in Europe with the aim to buy an automobile within 7 steps as easy as ordering a pizza. The requirements for this process was collected by Capgemini Invent in Europe from the dealerships in different countries and matched with the software product Thunder from AUDI and Volkswagen.

• Management Workshops across Europe with different dealerships

• Matching business requirements with technical requirements

• Rollout Management ID.3 in Germany