• Top-down agile transformation of the whole company (12000 people)
• Coach and mentor team leaders
• Participating to the blue print for successful scaling of the transformation

• Part of the European Taskforce to design the governance models for the future for Europe
• Designing a European Digital Governance and Citizen Platform, we should have one, one day…
• Inspire the leadership with agile and self-organisation models, which they will hopefully implement, over time

• Agile/Organisational Coach mit meiner eigenen Methodik: Augmented Leadership, Daten und Fakten in die Wahrnehmung einfliessen lassen, geht auch ohne AR Brille!
• Ich zeige den Teams wie natürlich agil sie schon sind und gebe dann noch ein bisschen Methodik dazu, dann klappt's.
• Transformationsprogrammleiter, auch für gestrandete Programme/Projekte.
• Selbst-Organisation, Hola/Sociocracy, Teal haben keine Geheimisse für mich.

Ich bin in Europa meist bei grösseren Firmen unterwegs und habe schon viele Teams agil und selbstorganisiert gemacht. Das ist die Methode, mit der man die wachsende Komplexität am besten im Griff bekommt, die auch aus der Digitalisierung kommt.

Vom Produkt zur Lösung, bis zur integrierten Plattform, da müssen die Leute erst mal mitkommen!

• Setup of a Navigation Cloud OEM solution for the Automobile industry by Preh-Car Connect, Dresden and Iasi/Romania
• Bringing a competence-based and self-organised distributed responsibility team structure to the agile DevOps Team
• Coach and mentor the team leaders in both countries

• Setup of framework for international IT Workplace Services including service descriptions
• Creation of KPI and SLA blueprint for international Workplace Transformation program
• Evaluation of database model for efficient services steering across workplace services landscape
• Identification and evaluation of country specific transformation initiatives

• Spearheading the Digital Transformation and leading the Programme Management Office
• Designing and implementing a lean agile integrated digital delivery governance and strategic workforce management platform
• Staffing of project portfolio, introducing Digital Portfolio Management

• Designing the global implementation of the Business Data Lake platform as a Service Solution from Capgemini.
• Transition / Transformation of all existing services, implementing HADOOP, AI, Machine Learning.
• Pre-sales phase, € 50M project (TCV)

Leading the New Web Project within Web, Digital & E-commerce in the Digital Transformation Global Programme, rolling out the new website globally, starting in the UK, Germany & Belgium, € 190M project budget, 51 total staff, 37 direct report.

Main Responsibilities:

• Operational rollout and business implementation, IT infrastructure delivery, application development (agile), planning, financial dashboard, contracts and recruitment
• Challenging and redefining the Service Design model
• Leading PMO & communication
• Structuring programme with Prince2 & agile/scrum/lean methodology, and Quality Assurance
• Leading, supporting, coaching a core team of 7 Project Managers

• Managing various heterogenous stakeholders, partners and third-party providers
• Introducing, teaching, coaching evolutionary agile project organisation principles
• Reporting to Programme Manager

Major Achievements:

• Assigned to “out of track” programs as a “fire-fighter” to restore team’s confidence
• Made people of different cultures work together and feel like a confident team again, and get them out of “box” thinking, in the context of failure of the programme
• Reorganised project’s team structure from a vertical hierarchical model into a more horizontal interlinked circle model
• Streamlined workspace, on-boarding process and established documentation
• Introduced skill matrix and role descriptions, as opposed to job titles
• Introduced role-based planning and forecasting, work breakdown structure, work packages
• Created Improvement Log open to all (Kaizen methodology)
• Introduced agile methodology to business team
• Matched financial forecast with project reality
• Opened silos, introduced connection between initial requirements, features on backlog, feature leads perception, developers’ understanding, usage-oriented test plans, and releases with business expectations
• Introduced business thinking to IT teams

Leading the Digital Transformation Programme Office, spearheading the digital future of the workspace in public healthcare administration in Germany, TCV € 900M / 5 years.

Main Responsibilities:

• Link between digital strategy & implementation/rollout of the resulting initiatives
• Transform ideas & concepts into decision proposals, projects and make them happen inside the organisation
• Design workspace features and advise on collaboration/communication solutions
• Lead PMO, Quality & Portfolio Management, structuring programme with Prince2, agile/scrum methodology and Quality Assurance by introducing Quality Gates and best practice guidelines
• Leading, supporting, coaching the team of 12 Project Managers on provider & client side, using Agile methodologies
• Setting up Operations and Service Design, ITIL compliant
• Managing stakeholders, partners and providers
• Bid Managing pre-sales process of sub projects
• Reporting to CDO/CIO

Content of Programme:

DIGITAL STRATEGY CONSULTING:

assessment of Business Processes and existing IT solutions, elaborating & presenting a roadmap to Digital Transformation over 3 years

INNOVATION OFFICE:

running the Idea Funnel process together with the Enterprise Architect

COLLABORATION PLATFORM:

assessment of internal and external collaboration tools and process, elaborating a roadmap and introducing immediate solutions for new combined and integrated communication channels (chat, video-chat, telepresence, extension mobility, workspace architecture, room booking, etc.) solution based on cloud technologies (O365, Sharepoint, Spark, Yammer, )

CONTACT CENTRE:

replacement of the existing call centre legacy solution, transformation into a state of the art omni-channel enabled Contact Centre, integration of voice, email, fax, chat, video chat, social media, scanned post, web, mobile apps, into a unified platform & agent interface with knowledge management capabilities, Voice Portal & self-service. Improving Customer & Employee Experience

UNIFIED COMMUNICATIONS:

replacement of the existing legacy telephony solution with an innovative integrated UC platform, including advanced voice features, extension mobility, chat, video chat, web based conferencing solution, room booking, conference room equipment, telepresence, infrastructure & end user devices rollout. Solution based on Jabber (Lync/Skype Pro equivalent), Webex, Outlook Integration

MOBILE APP ASSURANCE:

conception, development and implementation of a mobile app platform and mobile apps for born-digitals

BIG DATA:

strategic approach of restructuring complex legacy date structures with cutting edge concepts and technology (data lake with Hadoop)

SAP HANA PLATFORM:

creation of a SAP HANA platform, training, coaching and project managing the agile grouper development team, acting as direct PM

WIFI PLATFORM:

creation of Wireless LAN platform for employees and customers, location based services for mobile apps, mobile app & CRM integration

• Leading transition programs for major international clients, Network / Managed IT / Infrastructure
• TALANX AG (Reinsurance), Hannover, Germany – Transition Manager: Managed IT, renewal of Agile Cloud platform (120+ core financial business applications, 15+ legacy apps, Storage, Office365, Skype Pro, SharePoint) WAN, ITIL compliance through ServiceNow implementation, Service Desk transition. Initial TCV (Total Contract Value) € 9.85M, currently extended to ~ € 50M, duration 18 months
• AXA (Retail bank, insurance, assistance), Paris, France – Transition Manager: Global WAN Programme: carve-out from OBS to Colt in France, Italy, Spain, Portugal for voice and data services, 300+ sites, portability 50K+ phone numbers, TCV € 18M, 14 months
• MBTECH (Mercedes Benz Technology, Automotive), Stuttgart, Germany – Transition Manager: Global WAN 100+ sites, ServiceNow implementation for proactive monitoring and ITSM management, Stuttgart MAN, TCV € 1.3M, 18 months
• CELESIO AG, Pharma, Stuttgart, Germany – Transition Manager: Global WAN, 5000+ sites, TCV € 70M, 12 months

Main Responsibilities:

• Management & coordination of teams & virtual teams (~50), project managers, consultants, service managers, experts, architects, security consultants, software developers, 3-tier service desk, external or internal providers

• Understand, analyse, classify & assess (sub)projects on consistency, financial/technical feasibility, requirements, dependencies, risks, according to portfolio, recruit and (line)manage resources
• Create, supervise & manage life cycle of all project-related documents, according to Prince2 standards
• Teambuilding, coaching of junior profiles, inspire managers
• Facing client on all levels, from technical or project staff up to C-level
• Report internal/external to CXO, Program Sponsor (VP), build and maintain business & communication plans
• Lead technical workshops, collect & structure workspace and business needs & technical requirements, decision proposals
• Implement methodology & best practice (PMO, ITIL, CMMI), governance, planning, budgets, KPI
• Change & transition management, training, coaching, risk & crisis management
• Operational roll-out of projects in scope, time & budget on day-to-day basis
• Run Operations during transition until hand-over to Operations
• Order and drink Champagne with team, Senior Management, and customers

Major Achievements:

• Assigned to “out of track” programs in a “fire-fighter” role to restore customer confidence
• Quickly emptied senior management inboxes of complaints and escalations
• Made people of different cultures work together and got them out of “box” thinking
• Adjusted and improved business methodology and use of resources to significantly reduce costs and operational risks
• Successfully delivered all 4 programs in time, budget & scope, 95-99%
• Significantly improved operations by applying industry best practice & ITIL compliance
• Successfully (re)designed standard Incident/Problem/Change Management processes
• Migrated to unified Service Management tool (Siebel & ServiceNow)
• Eliminated “long runner” incident tickets by regular reviews and active assistance & coordination (hands-on)
• Applied strict SLA policy on incident categories, significantly decreased SLA related penalty payments
• Significantly improved pro-active monitoring and reporting on availability, incidents, quality (packet drops by frame size, bandwidth usage, jitter, round trip delays, )
• Initiated & rolled out pro-active bandwidth usage warning by link/site
• Initiated & achieved knowledge transfer between internal 3-tier support teams, near-sourced, out-sourced, NOC centres in the UK, Germany & India
• Reworked security compliance & prepared for ISO270001 & ISAE3402 external audit
• Significantly improved financial follow-up and reporting, capturing direct & indirect cost of transition
• High client satisfaction (8 to 9/10 in final surveys) by best practice communication and showing reliability & commitment