manager for international teams, driving change, relocation, separation and sourcing activities

After successfully overcoming the corporate crisis in 2017, the IT department with 17 employees, 6 external staff, and a budget of approximately 6 million was not the focus, but it should now be brought back to the center of the corporate strategy to drive the transformation of the company forward. New structures, standards, and methods were required. The path should be cleared for a new beginning of a new CIO for the modernization of IT, building competence in the company as preparation for topics such as AI, ML. In addition to the new structure, the strategy was realigned to the consolidation of applications and data:

• Analysis of the previous EA, ongoing projects, and available resources
• Development of a short- and medium-term IT strategy
• Definition and implementation of the first implementation activities such as initiating the HANA conversion after tendering and proof of concept of the digital personnel file based on Powerapps and SAP HCM with Fiori
• Elimination of problems in current "hot spots" such as in the area of QM and IT support in particular
• Introduction of a PMO and rallying around the corresponding processes, aligning budget planning with the goals of the transformation
• FitSM, emergency manual, re-establishing outsourcing partnerships, in some places freelancers instead of integration partners
• Setting up training for Teams, SharePoint, Copilot

Program management: separation and handover to the parent company or buyer with the definition of projects during the transition period:

• Analysis of the previously identified activities for separation and handover to the shared service center of the new parent company
• Addition of missing activities, planning of activities with the departments and IT
• Project and budget planning, creation of ILV for contract negotiation
• Initiation of streams: applications, contracts, services, infrastructure
• Tracking and monitoring of activities, creation of a runbook for cutover

Carve-In of two subsidiaries Role/Activity: Program management and coaching of the technical PL for the reintegration of two previously "carved-out" companies:

• Analysis of the previously undertaken activities for separation/carve-out
• Listing of the necessary measures for integration into the shared service center, project plan of the delta, HANA conversion
• Budget planning, negotiation with those responsible for reintegration
• Initiation of streams: applications, contracts, services, infrastructure
• Tracking and monitoring of costs
• Coaching of the technical PL and stream managers