Senior
Crisis Manager for a large
international IT Outsourcing firm. Reporting
to EMEA top management, I helped my client
find adequate crisis management structures
and tools during a severe deal crisis that
put in question the capability of the
regional IT delivery organisation.
Devised (and lead where necessary) task
forces (E.g., during mission
critical go-live phases),
set-up a satisfatory reporting structure,
helped educate my customers client (finance
industry) to come down from unrealistic
expectations where necessary and feasible,
drove inconvenient escalations (including
the very ugly ones) to enforce decisions.
Significantly contributed to reduce noise in
the transformation project part by either
streamlining activities, solving
skill/personal issues or active coaching of
key role players involved with the deal.
Covered the whole range from IT support, IT
operation, data centre migration,
local-based services, monitoring,
application migration issues, e.g.
Senior
Projekt Manager for a large and
complex IT-Infrastrucure project of national
importance. Task: Solve systemic project
crisis with potentially over 100.000
affected users. High political pressure.
Media covering in daily press. Result:
Project in acceptable shape after 10 months
of numerous decision memos,
several task forces and aggressively
tackling hard issuess which the previous
organisation failed to do because of lacking
will, insight and management standing
Senior Projekt Manager and Crisis
Manager of a paneuropean Change-Management-Tool-Rollout
for a big US American IT outsourcing
firm. Task: Push 1200 users of all levels of
the IT-hierarchy to a new change management
process. Challenge: Users
with heterogeneous
understanding of the process, distributed
over 7 European countries; immature tool of
a U.K. software dump umfamiliar with the
process requirements of a complex and mature
multinational IT organisation; complex
workflow in combination with a superficial
training concept leaving the users alone;
heterogeneous desktops lacking
state-of-the-art maintenace faculty; high
political pressure on management involved in
selection of the new tool. Result:
Successfully pushed process and tool to the
whole organisation with 1200 users
Taskforce leader: Task: Damage
limitation after a severe and sudden know
how loss to my client as a consequence of a
entire organisation unit having had quit the
company, leaving back the client's customers
factually orphaned
Risk Manager for a national
E-Government project in crisis: Task: Daily
report to top management in
the role of a "embedded consultant". Devised
and successfully lead several mission
critical task forces; customer pays special
bonus for extraordinary achievement
Taskforce leader: Task: Set-up a Management
Information System (MIS) for the
liquidity management in a large national
public project
Projekt Audit, Program
Audit
Auditor for the corporate-wide
introduction of a IT-Planing and
Management Software for a German
car maker. Result: Project halted after
negative review
On-site Auditor during the launch of
a SAP
based logistics software at tghe chinese
iste of a German car maker
On-site Auditor
during the feasibility study of a software
covering the whole range of the retail
processes in the japanese subsidiary of a
German car maker
Decision Memos,
Complex Coordination
Author of a technical feasibility
study and financial business case for a
German car maker. Subject: Physical and
logical consolidation and Outsourcing (in
Germany) of the entire retail software
platform. Volume: ~750 retail outlets with
more than 14.000 users. Result: Not feasible
at reasonable cost
Consultant for the management of a
Chinese Universal Bank in a Data Warehouse
case. Challenge: Migrating a universal
bank’s heterogeneous data inventory for
backoffice analysis into a unified data
repository. Result: Failure. Reason: Mission
impossible
Author of a large IT migration
business case. Objectives: Integration of
frontoffice and backoffice processes of all
German retail outlets using SAP. Volume: ~50
Mio € over 10 years, 4500 concerned users.
Result: BC accepted by top management
Author of several decision memos for
the top management (all accepted) about
long- and short term options for a SAP
warehouse based financial reporting
Author of a
calculation scheme for evaluating the
cost/performance ratio of tour operater
software
Coaching, Interim
Management, Consulting
As Junior Partner of a top management consultant,
authored a comprehensive and detailed change
plan for a 100+ Person application
development organisation for the German
subsidiary of a Swiss insurance company.
Result: Analysis and measures accepted by
CIO and IT staff. Customer was very pleased
with catalogue of measures which have been
implemeted to a large degree
to the customer's express
satisfaction
For a large German IT services
company, coached the project manager of a
Chinese-German SAP-logistics project in
managing a complex multi-party and
geographically distributed team. Result: All
milestones were kept, project finished in
time and budget
For a large German IT services
company, coached the Top-Manager in how to
integrate the supplier and customer's
processes from a general-contractor-point of
view
For a mid-sized German software
company, successfully reorganized the defect
removal process in a very large software
project. Challenge: Having many
difficult-to-steer parties work together
including the customer’s customer. Result:
This is to-date the only working
end-to-end-process in that project
For a German car maker, coached the
manager of a large software roll-out
programme in marketing, supplier
relationship and quality management
