03.03.2025 aktualisiert

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Interim Manager | Programme / Project Manager | Agile | Restructuring | Change | Outsourcing

Gräfelfing, Deutschland
Weltweit
Gräfelfing, Deutschland
Weltweit

Skills

TelekommunikationKundenbeziehungsmanagementGeschäftsprozesseKundenerfahrungKundenbindungRekrutierungITILIt Service ManagementProjektmanagementNearshoringOrganisationsentwicklungAuslagerungBeschaffungsmanagementUmstrukturierungSupply Chain ManagementUmsatzwachstumTalent-ManagementEinarbeitungTeam ManagementOffshore-ArbeitenReorganisation
"My heart beats for change and digitalisation - customer centricity is my focus". 

As a management consultant and interim manager with over 20 years of professional experience in the telecommunications/IT environment (Deutsche Telekom AG), I offer extensive know-how in programme and project management across all industries as well as more than 15 years of (disciplinary) management experience (up to 700 employees). I am used to quickly familiarising myself with new and complex environments and taking on responsibility.

In this context, I have gained years of experience in dealing with a wide range of service providers worldwide and am very familiar with intercultural challenges.

My focus is on the management of complex ICT programmes, agile organisational development, incl. restructuring and staff reorganisation, e.g. in change and transformation projects. Furthermore, I support in identifying and outsourcing of non-core business through e.g. nearshore/offshore, as well as in the design and implementation of operational and service structures according to ITIL.

(See also my LinkedIn page for references: https://www.linkedin.com/in/brenndoerfer/)
MANAGEMENT / (AGILE) LEADERSHIP
  • >15 years of disciplinary management experience (organisations up to approx. 700 employees) in an international corporate environment
PROGRAMME- / PROJECT MANAGEMENT
  • 20 years of experience in complex project management
RECRUITMENT / TALENT MANAGEMENT
  • >15 years of experience in staff development and restructuring (up to 1,000 employees)
CHANGE, TRANSFORMATION / RESTRUCTURING
  • >15 years of experience with organisational, cultural and business changes
OUTSOURCING / SUPPLIER MANAGEMENT
  • Efficiency increase through procurement optimisation (e.g. nearshore/offshore)
INTERCULTURAL UNDERSTANDING
  • >20 years experience in working with international teams - thereof 4 years abroad (Slovakia)
IT SERVICE MANAGEMENT
  • >15 years experience in taking measures and methods to optimally support IT business processes according to ITIL
CUSTOMER SUCCESS MANAGEMENT
  • Customer-centric onboarding, customer retention & revenue growth

Erfahrung

Berufserfahrungmehr als 10 Jahre
Freelancer seit2022

Sprachen

DeutschMutterspracheEnglischverhandlungssicher

Projekthistorie

IT CarveOut


IT CarveOut / Interim CTO

Automotive supplier

Automobil und Fahrzeugbau

250-500 Mitarbeiter

  • Responsible for setting up an independent IT department across 4 legal entities (in DE/UK/CN)
  • Creation of an IT specification sheet & tendering of IT service contracts
  • Establishment of IT operations according to ITIL and its processes, as well as ensuring stable IT operations
  • Implementation of cost efficiency measures

Crisis Management / Interim COO

FTTH construction company

Telekommunikation

50-250 Mitarbeiter

Tasks
  • Due diligence of the NE3 business unit and identification of structural deficits 
  • Implementation of structural measures to improve quality
  • Implementation of centralised escalation management
  • Development of new framework and individual works contracts (for commissioning subcontractors) and implementation of contract management including digitalisation of the same (via DocuSign)
  • Project planning of an IT digitalisation project (migration of the company to Cloud M365 incl. MS Teams/Sharepoint)
  • Advising the managing director on all aspects of general management
  • Recruiting external site managers & working students

Interim Agile Lead

int. Telecommunication Operator

Telekommunikation

1000-5000 Mitarbeiter

  • Driving forward the transition to an agile organization
  • Defining the roadmap for implementing the transformation
  • Supporting program management and stakeholders in understanding and implementing an empirical approach to complex tasks
  • Developing concrete improvement measures for the agile way of working, planning and coordinating implementation
  • Creating a framework for measuring, reporting and tracking activities related to agile ways of working
  • Leading the transformation work with all stakeholders to ensure time, quality and added value

Outsourcing: Backend Development

living brain GmbH

Pharma und Medizintechnik

10-50 Mitarbeiter

Support as angel investor and advisor with knowledge and experience in general management (as mentor) and organisational development.

Project management for back-end development (via an external nearshore partner), business development and procurement strategies for national and international supply chains
_

Setup and closing of start-up financing round

GarantieHeld UG

Wirtschaftsprüfung, Steuern und Recht

< 10 Mitarbeiter

Support as angel investor and advisor with knowledge and experience in areas of business development (e.g. B2B, B2C, UX/CX, etc.), sparring partner for the founders especially in questions of general management, business planning, recruiting, stakeholder management, etc.

Successful organisation of the pre-seed financing round (mentoring for business design and planning, pitching and investor acquisition)
_

Restructuring/Transformation: Service Delivery Management

Deutsche Telekom IoT GmbH

Internet und Informationstechnologie

250-500 Mitarbeiter

As Vice President responsible for IoT Customer Success Management, focusing on the development of existing customer business.

Restructuring/transformation of a traditional service delivery management into a customer-centric and customer experience-focused area - Customer Success Management.

In particular, the focus was on sustainable customer retention and revenue growth

Staff restructuring: Outsourcing to CEE and APAC

T-Systems International GmbH

Internet und Informationstechnologie

>10.000 Mitarbeiter

Responsible as Vice President for the international delivery of IOT products with a focus on customer experience.
  • Customer onboarding through professional project management, operations, service and quality assurance to maintaining long-term customer relationships.
Focused in particular on staff restructuring as part of a company-wide restructuring as well as the identification and outsourcing of non-core business through outsourcing (e.g. nearshore/offshore) in cooperation with the national companies in CEE and APAC.
_

Staff restructuring/restructuring: introduction of agile organisation

T-Systems International GmbH

Internet und Informationstechnologie

>10.000 Mitarbeiter

Responsible as Vice President for design, prototyping and finally development and operation of IoT products/services with a focus on user experience and meeting customer requirements.

Introduction, as part of the company-wide restructuring, of a cross-divisional agile organisation together with definition of the new role profiles and coordination with the works councils.
_

Staff restructuring/restructuring: design and implementation of a flexible/agile organisation

Deutsche Telekom AG

Telekommunikation

>10.000 Mitarbeiter

Responsible as Vice President for developing and building an organisation that enables teams to scale their size and capabilities flexibly and is an essential building block for the dynamics of the whole organisation.

Use of agile aspects in governance and design, furthermore as a blueprint (including negotiations with the works council) for the reorganisation of the innovation area of the Telekom
_

Staff restructuring: Mobile Payment and mCommerce

Deutsche Telekom AG

Telekommunikation

>10.000 Mitarbeiter

Responsible for the Business Unit Mobile Payment & mCommerce Solutions of Deutsche Telekom.

  • This included the strategic design, sales & business development, as well as product development & operations. 
  • In addition, representation of Deutsche Telekom on the topic of mobile payment at the groupe spécial mobile association (GSMA).

Based on strategic decision - winding up the product , as well as carrying out a socially acceptable staff restructuring.

Staff restructuring: Online Marketing Department

Deutsche Telekom AG

Telekommunikation

>10.000 Mitarbeiter

Responsible as Vice President for the restructuring of the former online marketing department of DT's executive board division "Products & Innovation" into a project-oriented business, product and network support group.

The focus was in particular on the staff restructuring within the scope of a company-wide restructuring measure.
_

Organisational structure & outsourcing to CEE: Setup supplier management

Deutsche Telekom AG

Telekommunikation

>10.000 Mitarbeiter

Responsible as Vice President for the set-up and development of the supplier management landscape and the implementation of an outsourcing (nearshore) strategy for DT's Executive Board division Products & Innovations.
  • Evaluation, selection and maintenance of strategic providers and suppliers, further implementation of nearshore activities via a strategic international partner in CEE.
The focus was in particular on staff restructuring as part of a company-wide restructuring measure.
_

Interim Management: Senior Vice President Produkt Design

Deutsche Telekom AG

Telekommunikation

>10.000 Mitarbeiter

Responsible (interim) for the design of all DT products and the design portfolio of the group, including industrial design, interaction design, colours, materials and image design.

Short-term assumption of responsibility, familiarisation with an unfamiliar subject, initiation of design projects such as the redesign of the T-Gallery (representative Innovations Gallery at DT HQ) and handover to the final new head.
_

Staff restructuring: Operating Systems Services departments in Region Europe (WE/CEE)

T-Systems International GmbH

Internet und Informationstechnologie

>10.000 Mitarbeiter

Responsible as Head of Region for all Operating System Services departments of T-Systems
subsidiaries in the WE/CEE region within the Global Delivery Unit / Operating Systems Services.

The focus was in particular on the staff restructuring within the scope of a company-wide restructuring as well as on the identification and outsourcing of non-core business through outsourcing (e.g. nearshore/offshore) in cooperation with the subsidiaries in CEE and APAC.
_

Organisational structure: Founding and development of a national subsidiary (Slovakia/Kosice)

T-Systems Slovakia s.r.o.

Internet und Informationstechnologie

500-1000 Mitarbeiter

Set-up and responsibility as member of the management of the nearshore operation for monitoring and system administration of enterprise server solutions, data (storage and backup) and network/firewall infrastructure as well as project management.

Recruitment, organisational development, leadership development and staff retention were part of the start-up project.

Zertifikate

Projekt Management Professional

Projekt Management Institut

2009

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