16 direct reports m? budget under management:

• Transform the E-Bike production from semi automated to fully industrial
• Consolidate three production sites

Responsibilities:

• Define and implement processes in business and IT (SAP and non SAP systems).
• Part of the overall steering committee
• Coordinate legal, sales, production, marketing, finance and other work streams Delivered in time and budget

42 direct reports including 26 country CFOs, 16 sub work stream leads, 23m? budget under management:

• Carve out  business, IT systems and IT supported business processes and integrate the acquisition
• 351 separate projects, 26 countries in regions EMEA, LATAM, APAC, NAFTA

Responsibilities:

• Split SAP and non SAP systems.
• Part of the overall steering committee
• Plan and execute technical carve out
• Align with legal, sales, production, marketing, finance and other work streams
• Implement one SAP 4/HANA system, update one system to SAP 4/HANA
• Negotiation with the SAAS provider (IBM)
• Negotiate TSA
• Negotiation with SAP

Delivered in time and budget

Program to implement the new Basel formalities.

• Implement Base IV:
• Define new target operation model (TOM) of IT
• Define new landscape and architecture

Responsibilities:

• Guiding business through planning, process, and structure of objectives.
• Actively and proactively leading and guiding all levels governance
• Defining and shaping new target operation model (TOM)

123 projects, 30 direct reports, 200 team members:

• Carve out  business, IT systems and IT supported business processes and integrate the acquisition. This includes:
• Define and implement new target operation model (TOM)
• Unify business processes
• Unify HR
• Unify IT landscape and business applications (Core banking, communication, support functions)
• Consolidate data centres

Responsibilities:   

• Guiding business through planning, process, and structure of objectives.
• Actively and proactively leading and guiding all levels governance
• Define controls and deliveries
• Strategic consultation on business and technology roadmap to senior management.
• Managing projects from conception, inception and initiation to delivery, roll-out & transition
• Designed transition approach, including SLA agreements, communication, retirement of legacy systems, organisational change and IT service management.
• Execute and supervise transition and merge

123 projects, 30 direct reports, 200 team members:

• Integrate business, IT systems and IT supported business processes of the banks. This includes:
• Define and implement new target operation model (TOM)
• Unify business processes
• Unify HR
• Unify IT landscape and business applications (Core banking, communication, support functions)
• Consolidate data centres

Responsibilities:

• Guiding business through planning, process, and structure of objectives.
• Actively and proactively leading and guiding all levels governance
• Define controls and deliveries
• Strategic consultation on business and technology roadmap to senior management.
• Managing projects from conception, inception and initiation to delivery, roll-out & transition
• Designed transition approach, including SLA agreements, communication, retirement of legacy systems, organisational change and IT service management.
• Execute and supervise transition and merge

123 projects, 30 direct reports, 200 team members:

• Merge business, IT systems and IT supported business processes of two banks. This includes:
• Define and implement new target operation model (TOM)
• Unify business processes
• Unify HR
• Unify IT landscape and business applications (Core banking, communication, support functions)
• Consolidate data centres
• Implement new compliance system

Responsibilities:

• Guiding business through planning, process, and structure of objectives.
• Actively and proactively leading and guiding all levels governance
• Define controls and deliveries
• Strategic consultation on business and technology roadmap to senior management.
• Managing projects from conception, inception and initiation to delivery, roll-out & transition
• Designed transition approach, including SLA agreements, communication, retirement of legacy systems, organisational change and IT service management.
• Execute and supervise transition and merge

123 projects, 30 direct reports, 200 team members:

• Prepare IT systems and IT supported business processes for carve out to be ready for selling the company off. This includes:
• Define and implement new target operation model (TOM)
• Unify IT landscape and business applications (Core banking, communication, support functions)
• Consolidate data centres

Responsibilities:

• Guiding business through planning, process, and structure of objectives.
• Actively and proactively leading and guiding all levels governance
• Define controls and deliveries
• Deciding on appropriate project methodology, software development approach, testing methodology and assimilation approach
• Strategic consultation on business and technology roadmap to senior management.
• Defined team roles & responsibilities according to skills and capacity
• Managing projects from conception, inception and initiation to delivery, roll-out & transition
• Designed transition approach, including SLA agreements, communication, retirement of legacy systems, organisational change and IT service management.
• Migrate to SAP 4/HANA

19 work streams, 54m? budget under management:

• Carve out a part of the a company and integrate it into the buyers systems. Split the company in two pieces including production, SCC, marketing and IT. Split SAP and non SAP systems. Integrate people, data, processes and systems.

Responsibilities:

• Split SAP and non SAP systems.
• Part of the overall steering committee
• Plan and execute technical carve out
• Align with legal, sales, production, marketing, finance and other work streams
• Negotiate TSA
• Negotiation with SAP
• Restructure SSCs

62 direct reports (46 country CFOs, 16 sub work stream leads), 45m? budget under management:

• Carve out a part of the company to sell it off. Split the company in two pieces including production, SCC, marketing and IT. Split SAP and non SAP systems. Transfer one part to a SAAS provider (IBM).
• 512 separate projects, 46 countries in regions EMEA, LATAM, APAC, NAFTA

Responsibilities:

• Split SAP and non SAP systems.
• Outsourcing to SAAS provider (IBM).
• Setup new IT division?s target operating model (TOM)
• Part of the overall steering committee
• Plan and execute technical carve out
• Align with legal, sales, production, marketing, finance and other work streams
• Negotiation with the SAAS provider (IBM)
• Negotiation with SAP
• Restructure SSCs
• Migrate to SAP 4/HANA

41 direct reports, 124 projects, 15m? budget under management:

• The two companies merged to activate and utilize their synergies. The synergies were found on business and on technical level. This leads to the consolidation of the business units, SSCs, IT infrastructure and business IT systems.

Responsibilities:

• Plan and execute consolidation of ERP systems
• Plan and implement consolidation of SSCs.
• Plan and execute technical consolidation of offices, data centres, etc.
• Plan and prepare unification of IT frontend and backend systems.
• Setup new IT division?s target operating model
• Chair of design authority
• Guiding business through new target operation model (TOM) creation
• Part of the overall steering committee
• Align with legal, sales, production, marketing, finance and other work streams
• Negotiation with external vendors

14 direct reports, 17m? budget under management:

• Carve out part of the company on seller side and integrate the new acquisition into the buyer?s company
• All 14 departments (Sales, Marketing, Finance, Order Administration, BPO, Consulting, Training, PM, QA, Development, Legal, HR, Storage and Delivery, Support) of the new acquisition lose their function till the end of the year if it is not integrated into the landscape of the buyer.
• New: Telephony, Network, Servers, Clients, Emails

Responsibilities:   

• Design new organisation structure (TOM)
• Align the business processes
• plan and implement changes of in house software systems
• Training of the new colleagues
• Test of software changes
• Create reports for the new part of the company
• Data migration from old to new systems
• Verify data migration
• Rollout changes
• Remove the old brand and introduce the new brand
• Inform customers
• Introduce new customer portal

Time to deliver: 7 month, we did it in 4.

42 direct reports including 26 countrys, 16 sub work stream leads, 37m? budget under management:

• Implement new regulatories in all bank areas, in all subsidiaries

Responsibilities:

• Define and implement new target operation model (TOM)
• Planning and execution of change, define the transition approach
• Defining the project governance, controls and decide on appropriate methodology
• Chair of Design Authority
• People management
• Stakeholder management
• Vendor management
• Provide advice on information matters
• Risk Management
• Alignment of the implementation to the target model

Delivered in time and budget

18 direct reports, 18 projects in 12 countries, 18m? budget under management:

• Consolidation of HR, finance, IT and sourcing functions, carve it out and transfer into a Shared Service Centre (SSC)
• After the consolidation of previous merged companies there existed still different support functions over the whole company, each different location and all countries. This holds huge potential for process consolidation and optimization with a high potential for savings. 
• This leads to the following objectives: reduce manpower, reduce complexity, reduce locations, reduce costs
•        Implement Basel III

Responsibilities:   

• Define and implement new target operation model (TOM)
• Define new target operating model for SSCs
• Planning and execution of change, define the transition approach
• Defining the project governance, controls and decide on appropriate methodology
• Chair of Design Authority
• People management
• Stakeholder management
• Vendor management
• Provide advice on information matters
• Risk Management
• Alignment of the implementation to the target model

Successfully delivered the Change

18 direct reports, 48 projects in 12 countries, 12m? budget under management:

• Prior to this program the company consists of various more or less integrated prior acquisitions. This program?s goal was to merge prior and actual acquisitions into one solid company. Thus includes:
• Reduction of manpower, reduction of costs, reduction of locations
• Consolidation of the support function (HR, finance, IT, sourcing) services into a shared service centre (SSC)
• Consolidation of over 300 locations
• Outsourcing of business processes and services

Responsibilities:

• Planning and Execution of Change.
• Being part of the overall steering committee as chair of design authority
• Defining the projects governance, define controls and deliveries
• Due Diligence
• Deliver the Customer Migration
• Managing and negotiating the issue and renewal of key Technology contracts
• Responsible that the concepts meet the expected and required results and were commonly agreed.
• Create information based solutions that can be effectively implemented.
• Provide advise on information matters

Successfully delivered the Change (restructuring, closed down locations, customer migration,

Outsource IT, helpdesk, storage management

Saved some million Euros

12 direct reports, 38 projects in 12 countries, 5m? budget under management:

• Aim of this transformation was the cost reduction, the efficiency and quality improvement.
• Within this transformation one important part was the securing of know how and the prevention of loss and damage through leaving people (massive reduction of man power leads to unhappy feelings).
• This was an international project in cooperation with the mother in Japan.

Responsibilities:   

• The conception and implementation of the HR Transformation Europe.
• Prince2, ITPM, SAP FICO, SAP HR
• Implementation of the inter-divisional and companywide transformation part Europe
• Governance, setting up the strategy, fiscal control ?
• Guide the reconcilement with the management.
• Control and push forward the organisational change
• Defining the outsource repair service, negotiate the contracts with the suppliers and defined the KPIs

Successfully restructured business processes

Outsource the repair and guarantee services

Saved some million Euros