I drive efficiency and / or effectiveness by transforming single processes or complete business models as interim manager
Aktualisiert am 30.11.2025
Profil
Freiberufler / Selbstständiger
Remote-Arbeit
Verfügbar ab: 01.04.2026
Verfügbar zu: 100%
davon vor Ort: 80%
Digital Transformation
SAP
ServiceNow
Projektmanagement
Datawarehouse
Softwarearchitektur
Software as a Service
Software Lifecycle Management
Digitale Souveränität
Microsoft Dynamics
M365
Vertragsmanagement
Verhandlungsführung
Vertriebsprozesse
Einkaufsprozesse
Value Engineering
Finanzprozesse
Service-Management
Data-Mining
AI
Digitale Transformation
German
English

Einsatzorte

Einsatzorte

Hamburg (+200km) Berlin (+200km) Rostock (Deutschland) (+200km)
Deutschland, Schweiz, Österreich
möglich

Projekte

Projekte

10 months
2025-02 - now

Manage projects and transformations

Interim Manager
Interim Manager
  • Manage projects and transformations that enable new business and / or drive efficiency, effectiveness and ebit
  • process transformation, application integration, software development, infrastructure optimisation
  • Digital Sovereignty @ Workplace, Infrastructure, AI
2 months
2025-09 - 2025-10

Transformation ERP

Transformation Manager Prozessmanagement Projektmanagement Changemanagement
Transformation Manager
  • Transformation der Prozesse zur Steigerung der Effektivität

  • Initiieren des Projektes

  • Abstimmen und Planen der Vorgehensweise

  • Strategieberatung


Microsoft Dynamics 365 Power BI
Prozessmanagement Projektmanagement Changemanagement
Hamburg / Remote
3 months
2025-05 - 2025-07

Turn Around of a software project

Transition Manager agiles Projektmanagement Budget planning Finance Reporting ...
Transition Manager
  • Transform processes and application landscape to support and roll out to all brands of the corporation
  • Setup of a proper financial planning and -monitoring
  • Re-organize the software lifecycle management and collaboration of development team (about 100 heads)
  • establish SLAs and KPIs
O365 Azure DevOps
agiles Projektmanagement Budget planning Finance Reporting Software Lifecycle Management Vendor Management
3 years 3 months
2021-11 - 2025-01

IT Business Applications

Chief Information Officer
Chief Information Officer
  • Responsibility for all IT areas within the company
  • Personnel responsibility: 30 employees
  • Budget responsibility: EUR 4 million


ENABLEMENT:

  • Cross-functional transformation of the business model to a "subscription" model: Design, introduction and establishment of a new process and application landscape (Greenfield, CRM, ERP, CSM, DWH, Dynamics 365, ServiceNOW)
  • stablishment of a Data Warehouse to create a 360° view
  • Introduction of a central customer and partner portal for registration and authentication as well as the configuration of customer/partner-specific service master data


FFECTIVENESS:

  • Transformation of planning and purchasing processes to implement the budget ? order ? invoice ? forecast process chain
  • Establishment of the new IT organization, incl. internal processes and international 24/7 operation
  • Setup of an Information Security Management System (ISMS) and certification according to ISO 27001


EFFICIENCY & EBIT:

  • Achievement of sustainable growth by changing the goto-market model as well as internal processes for sales and customer service
  • Realization of significant savings on IT license costs by renegotiating with the main licensors to prices 10 ? 30% below the benchmark
  • Reduction of IT ticket processing times by 60%

1 year 7 months
2020-04 - 2021-10

IT Business Applications

Chief Information Officer
Chief Information Officer
  • Responsibility for all IT areas within the company
  • Personnel responsibility: 30 employees
  • Budget responsibility: EUR 4 million


ENABLEMENT:

  • Cross-functional transformation of the business model to a "subscription" model: Design, introduction and establishment of a new process and application landscape (Greenfield, CRM, ERP, CSM, DWH, Dynamics 365, ServiceNOW)
  • stablishment of a Data Warehouse to create a 360° view
  • Introduction of a central customer and partner portal for registration and authentication as well as the configuration of customer/partner-specific service master data


FFECTIVENESS:

  • Transformation of planning and purchasing processes to implement the budget ? order ? invoice ? forecast process chain
  • Establishment of the new IT organization, incl. internal processes and international 24/7 operation
  • Setup of an Information Security Management System (ISMS) and certification according to ISO 27001


EFFICIENCY & EBIT:

  • Achievement of sustainable growth by changing the goto-market model as well as internal processes for sales and customer service
  • Realization of significant savings on IT license costs by renegotiating with the main licensors to prices 10 ? 30% below the benchmark
  • Reduction of IT ticket processing times by 60%
5 years 5 months
2014-11 - 2020-03

Transformation of all sales, production, logistics

  • Pharmaceutical company
  • Approx. EUR 1.7 billion in revenue and 5,000 employees
  • Regional companies of the Italian Menarini Group (familyowned)


Director ICT

  • Responsibility for IT at the HQ of Berlin Chemie AG and in > 30 national companies, incl. Application Development, Data Warehouse, Service Desk and Infrastructure
  • Personnel responsibility: 50 employees
  • Budget responsibility: EUR 6 million


ENABLEMENT & EFFECTIVENESS:

  • Transformation of all sales, production, logistics and finance processes as well as mapping them in SAP ERP with efficiency increases of up to 50% in sales and logistics processes:
  • Design and selection of architecture
  • Coordination with the international SAP organization, incl. external service providers
  • Process harmonization, design of SAP templates and rollout in the top 10 national companies
  • Transformation of collaboration processes based on the Google Suite
  • Introduction of project management standards according to PMI specifications
  • Setup and establishment of a project portfolio organization
  • Setup of an Information Security Management System (ISMS) and certification according to KRITIS


EFFICIENCY & EBIT:

  • Increase in customer effectiveness (20%) and process efficiency (70%) by transforming pharmacovigilance processes into validated applications
  • Reduction of IT infrastructure costs for business continuity and disaster recovery by 40% by setting up a redundant and highly available on-premise data center and campus infrastructure, incl. disaster recovery procedures
  • Reorganization of IT on the basis of ITIL

BERLIN-CHEMIE AG, Berlin / A. Menarini Research & Business Service GmbH
1 year 10 months
2013-01 - 2014-10

Development, manufacture and sales

  • Development, manufacture and sales of elevators and escalators
  • Approx. EUR 500 million in revenue and 4,000 employees
  • German national subsidiary of the Swiss Schindler Group


Director IT

  • Responsibility for IT infrastructure operations and the IT Service Desk in Germany and the Nordics with a total of3,000 employees and 100 locations
  • Personnel responsibility: 20 employees
  • Budget responsibility: EUR 6 million


ENABLEMENT & EFFECTIVENESS:

  • Digitalization of service management
  • Construction of the data center and modernization of the campus infrastructure without downtime


EFFICIENCY & EBIT:

  • Introduction and rollout of the Digital Workplace across the entire area of responsibility:
  • Rollout to 3,000 employees in 100 locations in 6 countries
  • Efficiency increase of 500% compared to other hubs/country organizations by automating the migration process ("Best Demonstrated Practice")
  • Centralization of the cross-regional IT infrastructure and data storage of >60 locations, incl. optimization of disaster recovery and business continuity ? improvingthe user  experience by 90%

Schindler Deutschland AG & Co. KG, Berlin
4 years 9 months
2007-10 - 2012-06

IT subsidiary of the publishing and media group

  • IT subsidiary of the publishing and media group Bauer Media Group
  • Approx. EUR 2 billion in revenue and 9,000 employees (Bauer Media)


Vice President ? Commercial Systems / Member of the Management Team

  • Responsibility for the (digital) transformation of business processes in Subscriptions, Retail, Logistics and Advertising
  • Personnel responsibility: 50 employees
  • Budget responsibility: EUR 13 million


ENABLEMENT & EFFECTIVENESS:

  • Digital transformation of the application landscapes (SAP, BI/DWH, BPMS) for Advertising, Retail and Logistics as well as the companies of the Bauer Media Group
  • Consolidation of the Data Warehouse landscape for a comprehensive 360° view of the publishing business
  • Introduction of project- and project portfolio management
  • Establishment of legal standards in IT contracts and project management as well as refund of a seven-figure investment thanks to the newly established standards in a specific case


EFFICIENCY & EBIT:

  • Optimization of incoming order processing and shortening of processing time from 24 to 2 hours
  • Increase in efficiency of 75% in print run scheduling and establish-ment of a continuous improvement process (CIP) with the help of statistical methods/data mining
  • Reduction of marketing planning from six weeks to twohours (3 analysis cycles ? 1x 2h  coordination)

Bauer Systems KG, Hamburg
2 years 3 months
2005-07 - 2007-09

Billing of telecommunications services

Group Lead ? BPO ServiceDesign
Group Lead ? BPO ServiceDesign
  • Billing of telecommunications services
  • Approx. 5,000 employees
  • Subsidiary of the publicly listed Deutsche Telekom AG

  • Responsible for SAP-based core applications of the Telekom billing chain as well as Product Management of the "Business Process Outsourcing" solution framework
  • Personnel responsibility: 30 employees
  • Budget responsibility: EUR 8 million


ENABLEMENT & EFFECTIVENESS:

  • Reorganization and repositioning of the SAP Billing Solutions group through successful development and application of procedural, technical and methodological know-how
  • Establishment of the BPO solution framework to generate additional revenue and enhance customer loyalty:
  • Design of business processes, customer experience, applications and systems
  • Optimization of customer experience and total cost of ownership
  • Execution of IT due diligence
  • Project Owner in the "Business Finder" business plan competition:
  • Reaching the final round
  • Integration of the submitted business plan into the Re-Invent project (merger of T-Com and T-Online)
  • Addition of personal product idea into the DTAG?s serviceportfolio

 

EFFICIENCY & EBIT:

  •  Reduced maintenance costs by 70% and errors inoperations by 75%
  • Acquisition of the T-Punkt company as a customer

T-Systems ActiveBilling GmbH & Co. KG, Darmstadt
4 years 7 months
2002-06 - 2006-12

SAP Billing Solutions

Group Lead
Group Lead
  • Billing of telecommunications services
  • Approx. 5,000 employees
  • Subsidiary of the publicly listed Deutsche Telekom AG

  • Responsible for SAP-based core applications of the Telekom billing chain as well as Product Management of the "Business Process Outsourcing" solution framework
  • Personnel responsibility: 30 employees
  • Budget responsibility: EUR 8 million


ENABLEMENT & EFFECTIVENESS:

  • Reorganization and repositioning of the SAP Billing Solutions group through successful development and application of procedural, technical and methodological know-how
  • Establishment of the BPO solution framework to generate additional revenue and enhance customer loyalty:
  • Design of business processes, customer experience, applications and systems
  • Optimization of customer experience and total cost of ownership
  • Execution of IT due diligence
  • Project Owner in the "Business Finder" business plan competition:
  • Reaching the final round
  • Integration of the submitted business plan into the Re-Invent project (merger of T-Com and T-Online)
  • Addition of personal product idea into the DTAG?s serviceportfolio

 

EFFICIENCY & EBIT:

  •  Reduced maintenance costs by 70% and errors inoperations by 75%
  • Acquisition of the T-Punkt company as a customer

T-Systems ActiveBilling GmbH & Co. KG, Darmstadt

Aus- und Weiterbildung

Aus- und Weiterbildung

1989 ? 1994

Technical University Braunschweig

Electrical Engineering studies
Certification: Dipl.-Ing. (TU) (approx. Master?s equivalent)


1987 ? 1989

German Navy

Training as a radio operator, deployment as watch manager


1979 ? 1987

Gymnasium Stormarnschule, Ahrensburg

Certification: Abitur (high school diploma)

Position

Position

I am an experienced IT and project manager on levels Director / CIO

20 years focus on Digital Transformations

in business areas: Marketing, Sales, Logistics, Production, Purchasing, Finance






Kompetenzen

Kompetenzen

Top-Skills

Digital Transformation SAP ServiceNow Projektmanagement Datawarehouse Softwarearchitektur Software as a Service Software Lifecycle Management Digitale Souveränität Microsoft Dynamics M365 Vertragsmanagement Verhandlungsführung Vertriebsprozesse Einkaufsprozesse Value Engineering Finanzprozesse Service-Management Data-Mining AI Digitale Transformation

Managementerfahrung in Unternehmen

Leadership
Experte
IT Management
Experte
IT and Business Transformations
Experte
Budget Responsibility
Experte
Cost and Value Calculation / Comparison
Experte

Branchen

Branchen

Software Technology

Pharma

Plant Construction

Media

Telecommunication

IT Consulting

e-Commerce


Einsatzorte

Einsatzorte

Hamburg (+200km) Berlin (+200km) Rostock (Deutschland) (+200km)
Deutschland, Schweiz, Österreich
möglich

Projekte

Projekte

10 months
2025-02 - now

Manage projects and transformations

Interim Manager
Interim Manager
  • Manage projects and transformations that enable new business and / or drive efficiency, effectiveness and ebit
  • process transformation, application integration, software development, infrastructure optimisation
  • Digital Sovereignty @ Workplace, Infrastructure, AI
2 months
2025-09 - 2025-10

Transformation ERP

Transformation Manager Prozessmanagement Projektmanagement Changemanagement
Transformation Manager
  • Transformation der Prozesse zur Steigerung der Effektivität

  • Initiieren des Projektes

  • Abstimmen und Planen der Vorgehensweise

  • Strategieberatung


Microsoft Dynamics 365 Power BI
Prozessmanagement Projektmanagement Changemanagement
Hamburg / Remote
3 months
2025-05 - 2025-07

Turn Around of a software project

Transition Manager agiles Projektmanagement Budget planning Finance Reporting ...
Transition Manager
  • Transform processes and application landscape to support and roll out to all brands of the corporation
  • Setup of a proper financial planning and -monitoring
  • Re-organize the software lifecycle management and collaboration of development team (about 100 heads)
  • establish SLAs and KPIs
O365 Azure DevOps
agiles Projektmanagement Budget planning Finance Reporting Software Lifecycle Management Vendor Management
3 years 3 months
2021-11 - 2025-01

IT Business Applications

Chief Information Officer
Chief Information Officer
  • Responsibility for all IT areas within the company
  • Personnel responsibility: 30 employees
  • Budget responsibility: EUR 4 million


ENABLEMENT:

  • Cross-functional transformation of the business model to a "subscription" model: Design, introduction and establishment of a new process and application landscape (Greenfield, CRM, ERP, CSM, DWH, Dynamics 365, ServiceNOW)
  • stablishment of a Data Warehouse to create a 360° view
  • Introduction of a central customer and partner portal for registration and authentication as well as the configuration of customer/partner-specific service master data


FFECTIVENESS:

  • Transformation of planning and purchasing processes to implement the budget ? order ? invoice ? forecast process chain
  • Establishment of the new IT organization, incl. internal processes and international 24/7 operation
  • Setup of an Information Security Management System (ISMS) and certification according to ISO 27001


EFFICIENCY & EBIT:

  • Achievement of sustainable growth by changing the goto-market model as well as internal processes for sales and customer service
  • Realization of significant savings on IT license costs by renegotiating with the main licensors to prices 10 ? 30% below the benchmark
  • Reduction of IT ticket processing times by 60%

1 year 7 months
2020-04 - 2021-10

IT Business Applications

Chief Information Officer
Chief Information Officer
  • Responsibility for all IT areas within the company
  • Personnel responsibility: 30 employees
  • Budget responsibility: EUR 4 million


ENABLEMENT:

  • Cross-functional transformation of the business model to a "subscription" model: Design, introduction and establishment of a new process and application landscape (Greenfield, CRM, ERP, CSM, DWH, Dynamics 365, ServiceNOW)
  • stablishment of a Data Warehouse to create a 360° view
  • Introduction of a central customer and partner portal for registration and authentication as well as the configuration of customer/partner-specific service master data


FFECTIVENESS:

  • Transformation of planning and purchasing processes to implement the budget ? order ? invoice ? forecast process chain
  • Establishment of the new IT organization, incl. internal processes and international 24/7 operation
  • Setup of an Information Security Management System (ISMS) and certification according to ISO 27001


EFFICIENCY & EBIT:

  • Achievement of sustainable growth by changing the goto-market model as well as internal processes for sales and customer service
  • Realization of significant savings on IT license costs by renegotiating with the main licensors to prices 10 ? 30% below the benchmark
  • Reduction of IT ticket processing times by 60%
5 years 5 months
2014-11 - 2020-03

Transformation of all sales, production, logistics

  • Pharmaceutical company
  • Approx. EUR 1.7 billion in revenue and 5,000 employees
  • Regional companies of the Italian Menarini Group (familyowned)


Director ICT

  • Responsibility for IT at the HQ of Berlin Chemie AG and in > 30 national companies, incl. Application Development, Data Warehouse, Service Desk and Infrastructure
  • Personnel responsibility: 50 employees
  • Budget responsibility: EUR 6 million


ENABLEMENT & EFFECTIVENESS:

  • Transformation of all sales, production, logistics and finance processes as well as mapping them in SAP ERP with efficiency increases of up to 50% in sales and logistics processes:
  • Design and selection of architecture
  • Coordination with the international SAP organization, incl. external service providers
  • Process harmonization, design of SAP templates and rollout in the top 10 national companies
  • Transformation of collaboration processes based on the Google Suite
  • Introduction of project management standards according to PMI specifications
  • Setup and establishment of a project portfolio organization
  • Setup of an Information Security Management System (ISMS) and certification according to KRITIS


EFFICIENCY & EBIT:

  • Increase in customer effectiveness (20%) and process efficiency (70%) by transforming pharmacovigilance processes into validated applications
  • Reduction of IT infrastructure costs for business continuity and disaster recovery by 40% by setting up a redundant and highly available on-premise data center and campus infrastructure, incl. disaster recovery procedures
  • Reorganization of IT on the basis of ITIL

BERLIN-CHEMIE AG, Berlin / A. Menarini Research & Business Service GmbH
1 year 10 months
2013-01 - 2014-10

Development, manufacture and sales

  • Development, manufacture and sales of elevators and escalators
  • Approx. EUR 500 million in revenue and 4,000 employees
  • German national subsidiary of the Swiss Schindler Group


Director IT

  • Responsibility for IT infrastructure operations and the IT Service Desk in Germany and the Nordics with a total of3,000 employees and 100 locations
  • Personnel responsibility: 20 employees
  • Budget responsibility: EUR 6 million


ENABLEMENT & EFFECTIVENESS:

  • Digitalization of service management
  • Construction of the data center and modernization of the campus infrastructure without downtime


EFFICIENCY & EBIT:

  • Introduction and rollout of the Digital Workplace across the entire area of responsibility:
  • Rollout to 3,000 employees in 100 locations in 6 countries
  • Efficiency increase of 500% compared to other hubs/country organizations by automating the migration process ("Best Demonstrated Practice")
  • Centralization of the cross-regional IT infrastructure and data storage of >60 locations, incl. optimization of disaster recovery and business continuity ? improvingthe user  experience by 90%

Schindler Deutschland AG & Co. KG, Berlin
4 years 9 months
2007-10 - 2012-06

IT subsidiary of the publishing and media group

  • IT subsidiary of the publishing and media group Bauer Media Group
  • Approx. EUR 2 billion in revenue and 9,000 employees (Bauer Media)


Vice President ? Commercial Systems / Member of the Management Team

  • Responsibility for the (digital) transformation of business processes in Subscriptions, Retail, Logistics and Advertising
  • Personnel responsibility: 50 employees
  • Budget responsibility: EUR 13 million


ENABLEMENT & EFFECTIVENESS:

  • Digital transformation of the application landscapes (SAP, BI/DWH, BPMS) for Advertising, Retail and Logistics as well as the companies of the Bauer Media Group
  • Consolidation of the Data Warehouse landscape for a comprehensive 360° view of the publishing business
  • Introduction of project- and project portfolio management
  • Establishment of legal standards in IT contracts and project management as well as refund of a seven-figure investment thanks to the newly established standards in a specific case


EFFICIENCY & EBIT:

  • Optimization of incoming order processing and shortening of processing time from 24 to 2 hours
  • Increase in efficiency of 75% in print run scheduling and establish-ment of a continuous improvement process (CIP) with the help of statistical methods/data mining
  • Reduction of marketing planning from six weeks to twohours (3 analysis cycles ? 1x 2h  coordination)

Bauer Systems KG, Hamburg
2 years 3 months
2005-07 - 2007-09

Billing of telecommunications services

Group Lead ? BPO ServiceDesign
Group Lead ? BPO ServiceDesign
  • Billing of telecommunications services
  • Approx. 5,000 employees
  • Subsidiary of the publicly listed Deutsche Telekom AG

  • Responsible for SAP-based core applications of the Telekom billing chain as well as Product Management of the "Business Process Outsourcing" solution framework
  • Personnel responsibility: 30 employees
  • Budget responsibility: EUR 8 million


ENABLEMENT & EFFECTIVENESS:

  • Reorganization and repositioning of the SAP Billing Solutions group through successful development and application of procedural, technical and methodological know-how
  • Establishment of the BPO solution framework to generate additional revenue and enhance customer loyalty:
  • Design of business processes, customer experience, applications and systems
  • Optimization of customer experience and total cost of ownership
  • Execution of IT due diligence
  • Project Owner in the "Business Finder" business plan competition:
  • Reaching the final round
  • Integration of the submitted business plan into the Re-Invent project (merger of T-Com and T-Online)
  • Addition of personal product idea into the DTAG?s serviceportfolio

 

EFFICIENCY & EBIT:

  •  Reduced maintenance costs by 70% and errors inoperations by 75%
  • Acquisition of the T-Punkt company as a customer

T-Systems ActiveBilling GmbH & Co. KG, Darmstadt
4 years 7 months
2002-06 - 2006-12

SAP Billing Solutions

Group Lead
Group Lead
  • Billing of telecommunications services
  • Approx. 5,000 employees
  • Subsidiary of the publicly listed Deutsche Telekom AG

  • Responsible for SAP-based core applications of the Telekom billing chain as well as Product Management of the "Business Process Outsourcing" solution framework
  • Personnel responsibility: 30 employees
  • Budget responsibility: EUR 8 million


ENABLEMENT & EFFECTIVENESS:

  • Reorganization and repositioning of the SAP Billing Solutions group through successful development and application of procedural, technical and methodological know-how
  • Establishment of the BPO solution framework to generate additional revenue and enhance customer loyalty:
  • Design of business processes, customer experience, applications and systems
  • Optimization of customer experience and total cost of ownership
  • Execution of IT due diligence
  • Project Owner in the "Business Finder" business plan competition:
  • Reaching the final round
  • Integration of the submitted business plan into the Re-Invent project (merger of T-Com and T-Online)
  • Addition of personal product idea into the DTAG?s serviceportfolio

 

EFFICIENCY & EBIT:

  •  Reduced maintenance costs by 70% and errors inoperations by 75%
  • Acquisition of the T-Punkt company as a customer

T-Systems ActiveBilling GmbH & Co. KG, Darmstadt

Aus- und Weiterbildung

Aus- und Weiterbildung

1989 ? 1994

Technical University Braunschweig

Electrical Engineering studies
Certification: Dipl.-Ing. (TU) (approx. Master?s equivalent)


1987 ? 1989

German Navy

Training as a radio operator, deployment as watch manager


1979 ? 1987

Gymnasium Stormarnschule, Ahrensburg

Certification: Abitur (high school diploma)

Position

Position

I am an experienced IT and project manager on levels Director / CIO

20 years focus on Digital Transformations

in business areas: Marketing, Sales, Logistics, Production, Purchasing, Finance






Kompetenzen

Kompetenzen

Top-Skills

Digital Transformation SAP ServiceNow Projektmanagement Datawarehouse Softwarearchitektur Software as a Service Software Lifecycle Management Digitale Souveränität Microsoft Dynamics M365 Vertragsmanagement Verhandlungsführung Vertriebsprozesse Einkaufsprozesse Value Engineering Finanzprozesse Service-Management Data-Mining AI Digitale Transformation

Managementerfahrung in Unternehmen

Leadership
Experte
IT Management
Experte
IT and Business Transformations
Experte
Budget Responsibility
Experte
Cost and Value Calculation / Comparison
Experte

Branchen

Branchen

Software Technology

Pharma

Plant Construction

Media

Telecommunication

IT Consulting

e-Commerce


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