Scope : Re-insurance business ? import of internal or external insured portfolios, running risks scenario and exposures risks (business needs, requirements, IT development, UAT)

Mission: Implementing a scaled framework (Safe, spotify) and agile best practices in the whole CTA organisation (business needs identification and ranking, requirements management, scrum team, run team, architecture, UAT) based in Germany ? India ? Bosnia ? Hungary and serving OE worldwide.

• Creating a centralized and collaborative repository for release candidate subjects involves:
  • Streamlining and harmonizing the identification and prioritization of business needs.
  • Facilitating the identification and ranking of non-functional requirements, including infrastructure, run team needs, and technical evolution.
  • Implementing ceremonies to align on the overall ranking per release.
• Implementing a Product Increment process and establishing a shared monitoring tool (Obeya room) for PI planning, releases, sprints, and quality tracking.
• Shifting from teams centered around IT components to squads that are architecture-agnostic,
• Scaling the ceremonies (PI planning, retrospective, early architecture involvement) and facilitate them,
• Implementing best practices for processes, workflows, and releases, and configuring Jira and Confluence to uphold and promote standardization.
• Providing coaching services for management, Scrum Masters, and subject matter experts.
• Know-how transfer to the services managers, scrum masters and management.

Scope: Creation of a for European Business Units, comprising multiple web portals, a core system, and new interfaces integrated with a consolidated finance-accounting system, APIs, and local partner solutions. Additionally, addressing local requirements and undertaking the development of new business activities

In my role as an and Scrum Master, I led the for 25 IT teams spread across various remote locations, including Austria, Spain, India, Germany, Poland, and France. This involved working with diverse technologies and providing . Additionally, I initiated the establishment of for Jira ? confluence and for Scrum Masters and implemented a .

Furthermore, I facilitated and streamlined collaboration with the and (test automation, batch deployment, code quality, security, architecture group).

The (workflows and usage rules), coupled with the development of integration tests and automated testing, resulted in a tangible increase in productivity and quality.

also facilitated the entire organization's transition from micro-management to a more open,

include supporting a substantial growth in resources and sub-projects within the platform, promoting day-to-day collaboration among diverse stakeholders, and reducing the time to market for new features.

Upon assuming the role of project lead, I undertook a comprehensive organizational restructuring to enhance the speed and quality of development deliveries while maintaining control over costs and deadlines, particularly during the pilot and go-live phases. Key responsibilities included:

• Coordinating efforts among the product owner, three external IT companies, internal IT teams, marketing, sales, and back-office teams, and overseeing the overall planning for the pilot phase and go-live.
• Adjusting business requirements, including user stories and backlog, and improving the IT architecture.
• Managing data migration, overseeing testing processes, and facilitating User Acceptance Testing (UAT) until the project's successful go-live.

In line with planned business initiatives, I crafted the comprehensive IT architecture for the company's core activities, covering infrastructure, hosting, security, API, and software landscape. Additionally, I outlined the requirements, including user stories and processes, for smartphones, middleware, and back-end apps. I assumed responsibility for defining the testing strategy and conceptualizing databases and service layers.

 

Furthermore, I provided guidance to the board of directors on business models, business plans, and process design. I played a pivotal role in advising on the recruitment of developer teams, contributing to strategic decision-making.

Orchestrating a comprehensive overhaul of end-to-end vehicle wholesale activities and streamlining existing mainframe platforms was the focal point of my responsibilities as the project leader. I took the lead in implementing all front and middleware applications, overseeing various key tasks:

• Coordinating 12 internal and external IT teams, architects, and production teams across Germany and Spain.
• Introducing Scrum methodology for multiple sub-projects, overseeing the overall project plan, including milestones, resources, and budget, and synchronizing release content.
• Leading the test strategy, User Acceptance Testing (UAT), and data migration efforts.
• Refining User Stories, ensuring coherence among all software requirements, and managing backlogs/sprints.
• Regularly aligning with the Business Owner on solutions or Proof of Concept (POC) proposals from the teams, ensuring alignment and reporting to IT management.

Scope: management of Volvo Germany car warranty products (insurance, warranty, tires, and taxes) through the implementation of a web-based platform developed mostly by an external IT team.

Scope: running a gap analysis in internal controlling and risk management areas:

• between BaFin (D) and ACPR (F) requirements,
• between existing organisations, tools, processes and procedures of Santander Bank and PSA Bank.

I spearheaded the comprehensive definition, implementation, and documentation of end-to-end processes and procedures?from front to back, including accounting, internal control, as well as financial and legal reporting. This initiative aligned with BaFin-MaRisk requirements for the Used Car Warranty product across multiple countries, including France, Spain, Italy, Sweden, and the Czech Republic.

Concurrently, I conducted an in-depth analysis of 15 processes and 45 procedures, identifying areas for improvement and potential risks in alignment with risk and reliability criteria. Collaborating closely with stakeholders, I successfully orchestrated seven action plans, addressing weaknesses and seizing quick wins with the IT Team. The outcomes were meticulously documented, with further insights captured in a comprehensive white paper.

Replacement of dealership?s middle as well as the Digital Asset Management () application and all interfaces with internal (SAP, BI) and external software.  

My main responsibilities were:

• to lead the internal project committee (Business ? IT), preparation of the Steering Committee,
• the supervision and coordination of the developments (3 external teams in 5 countries, internal German and French teams) and the software integration,
• to supervise the data migration incl. Documents managements, and UATs,

to lead the change management for all departments in accordance with program planning (Scrum / Prince 2).

In close cooperation with Stakeholders and Board, I analysed all workflows and summarized them into 15processes maps and 52 procedures as a By challenging thisdescription of the continuity of operations (IT, call centres, accounting, CRM, claims management) I could generate for each process a risks and mitigation matrix.

At once we defined and ran action plans to improve current back-office activities and IT department.

Scope: building an insurance branch under - regulation, for Volkswagen Financial Services in relation with Volkswagen Bank France, VWFSAG Germany and French authorities like ACP, Chamber of Commerce, Taxes? & Fiscal?s authorities.

Acting as single point of contact between all involved companies, I lead the , the definition of a and the selection of a partner for managing the operations and the subsidiary. After the contract closing phase, I coordinated the E2E processes definition and implementation and all IT software enhancements (Portfolio Management, KYC, Claims, risks and reporting).

• Management and coaching for several processes reengineering and internal projects using Six-Sigma-Lean methodology.
• Building and implementing reporting for departments? KPI.

Involved in the creation of the company (Do It Yourself ? 4.500 sqm shop ? 140 employees) and member of the board, I supervised the IT implementation, participated in the negotiations with banks and provided training and coaching for the sales? forces and stock managers.

Scope: review of the existing Chrysler Used-car Program (products, reporting, branding, POS communication, stock management, sales? and purchase tools and processes). My main responsibilities were to

• run audits at dealerships in Germany ? Italy and Austria, delivering several improvements action?s plan.
• deliver supports and training for the areas managers in Germany,
• define and implement a reporting tool for European HQ and local subsidiaries.

Processes audit for residual value management and cars? remarketing.

My main responsibility was to implement the 6-Sigma methodology within all leasing companies in Central & East Europe (17 countries) with focus on productivity & efficiency and establishing a customer-oriented culture.

After the on-boarding phase with local board members and training for key-employees I could

• streamline and standardized targeted processes (25% up to 75% TTY reduction, up to 33% efficiency increase)
• launch and coach local Six-Sigma Projects (reengineering of processes or creating new activities or products).

By developing local cooperations with financial institutions or banks I provided the importers Renault ? Dacia ? Nissan - Samsung (Slovenia, Croatia and Algeria) credit, leasing and insurance solution for their final customers.

I evaluated and/or created new subsidiaries of RCI Banque in Morocco and Slovenia.

I oversaw existing businesses and facilitated relations between the Romanian and Brazilian subsidiaries and HQ in Paris (refinancing, controlling, risk policies, budget and plan, supervisory board).

• Market survey and work on product definition for fleet management (Central Europe).
• Carrying out market surveys regarding Serbia and Algeria.

Implementing of a creative stock-financing solution for Renault Dealerships in cooperation with Fortis Bank:

• Business model and product definition in compliance with holding guidelines, local legal requirements and market expectations,
• setting up IT solutions in cooperation with external and internal providers,
• setting up and managing a risk & securities management department,

Setting up and managing department in charge of soft and hard collection for leasing and fleet financing.

Setting up and managing IT department and its coordination with holding IT.

Pre-Analyse for Bank Licence acquisition as well as evaluation of purchasing local bank.