international project manager, interims manager, enterprise architect - 20 years of expertise

 

Client: Leading European Telecommunication Carrier
Role: strategic consultant  / project manager / assistance of IT-board

Tasks:       

Restructuring the IS function of the conglomerate after large merger, co-ordination of IT vision, strategic goals, procs & policies, alignment of IT-related activities between 17 ongoing migration projects, optimization of the development departments of various branches (J2EE-technology, JBOSS 5.1, EJB 3.0), co-ordination of technical relocations, direct assistant of CIO of primary location.

Client: Deutsche Bahn AG, Geschäftsbereich Instandhaltung, IT-HQ, Germany
Role: strategic advisor, architect, team lead, senior manager

Place of work: Frankfurt am Main + various German factories

 

Subproject:

strategic optimization of the controlling of the Deutsche Bahn

Keywords:    

Client: Deutsche Bahn AG, Geschäftsbereich Instandhaltung, IT-HQ, Germany
Role: project lead, architect, rollout manager, senior manager

Place of work: Frankfurt am Main + diverse FZI-Werke

 

Subproject:

Keywords:    

Industry 4.0, SAP, Oracle, functional expert, production control

leading an agile development team based in Frankfurt

 

Especially the hardware related branches of Deutsche Bahn AG insist on very high requirements for a project lead since strategic development teams have to deliver robust software in very short time. Since 2016, Mister Brey has proven his vast expertise in the area of complex, distributed software production. He assisted in the selection process of the new high performing team (programmer, admin and tester). At the same time, he improved the former .Net architecture and the Scrum-based methodology significantly. Especially due to these improvements and a goal-oriented fulfillment of all Bahn requirements, the new applications were delivered for each local plant in time and in quality.

We value Mister Brey in terms of his methodological strength that exceed by far each standard certification on the market. He created a powerful team of engineers that can deliver robust software fulfilling every compliance criteria of the rather complex Bahn regulations. Therefore, Mister Brey is an excellent driving force for our defined industry 4.0 initiatives in order to transform the Bahn AG into a leading edge logistic conglomerate of the 21st century.

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2006 –  2015: various projects

 

Roles: turn-around manager, strategic planner, portfolio manager

Scope: bid management, project co-ordination, know-how transfer

 

• Consulting a German insurance company for Windows XP-sunsetting and redesign of workplace IT, IT security and software deployment. Mister Brey drafted all migration documents for the IT steering board. He collaborated for the design of all convergence white papers including client virtualization, cloud computing and IT security (focus access control). Finally, he assisted some business units in refining their process model concerning four business critical applications.
• Supporting a consulting firm for an international bid (UAE, Saudi Arabia):
  Leading a consultant team “web technology / new media” of a larger strategic bid.
  It was our goal to deliver a greenfield-approach for a new sales infrastructure. Especially offline data and mobile equipment of the sales agents had to be consistently integrated into a new ERP-system of the client (focus middleware).
• Development and introduction of a document management system (Sharepoint, Office-VBA, Outlook/Exchange) for two German consulting firms. Mister Brey moderated each related meeting and presented the agreed solutions + outcome to the steering board in the weekly Jour Fixe meetings.
• Merger of four telecom firms (Mobilcom Debitel):
  My assistance for MD consisted mainly in the relocation of two telecom centers (Talkline-Elmshorn, MD Büdelsdorf) and the realignment of the IT processes for J2EE-software development. For the first task I collaborated directly with the designated CIO. For the latter I had to focus on launch- and post-launch-activities with various development and operational teams.
• Vodafone / HP-EDS: The Vodafone conglomerate announced a five-year restructuring initiative that included the transfer of every BSS system to the outsourcing provider HP-EDS. I had to contribute to the offshoring wave planning in order to allow foreign (indian) software developing and testing companies to deliver according to the German specifications. Focus area was amongst others the crucial reform for OO-development, agile team control (confluence, JIRA) and DevOps guidelines. Since I have been working for that particular client in Düsseldorf for many years I was intimately aware of its complex organization and SOA-architecture.
• More than 20 telco carriers in Europe: Being a senior delivery manager for a large French conglomerate mister Brey had to integrate many complex, tailor-made system solutions (racks for the data center). He delivered successfully in many global regions. On-site integrations took place in DACH, ES, PT, FR, Africa and Russia.
• AOL / Time Warner (Europe): Mister Brey was sole responsible for many service integrations based on the complex Web 2.0 infrastructure of this global leader for internet access, value added services, mobile solutions, IP-TV and local based services to mention only a few. He was responsible to assess the requirements, lead the involved teams, write resp. sign-off the project documentations and present the status to the CIO and marketing divisions (steering boards) of AOL. Finally, he supervised the release cycles.