Technically this program started as SAP S/4HANA Public Cloud Implementation. To anticipate the SAP S/4 release schedule (two major releases a year) the ?AAF Pioneer? - program anticipated the cadence of the software supplier and implemented the construct of and Agile Release Train (ART) to deliver the projects of 15 countries across Europe. This ART is structured to control and to guide various IT-Services programs such as Analytics Cloud, SAP Sales Cloud, S/4HANA and Ende-2-Ende Business functionalizes for Finance, Production and Warehousing as well as results consolidation across the complete European operation and Reporting towards Japan.
RWEs ?Trans4mer-program? is representing a quantum leap in the organizations IT-Infrastructure and Business Process operation. A second important aspect of this program is the intended usability of the SAP S/4 HANA infrastructure and processes of the implementation of RWE Renewables.
As part of an extensive RWE-BP-Energy campaign aimed at building a strong Polish supply chain for the offshore wind energy sector, we have prepared a unique opportunity for all producers and service providers in the field of energy to obtain detailed information on the implementation of an onshore transformer station, which is part of the technical infrastructure of the offshore wind farm F.E.W. Baltic II, which in 2026 will start generating electricity in the Polish exclusive economic zone of the Baltic Sea.
Syntegon is one of the leading providers of process technology and packaging solutions for the pharmaceutical industry. The portfolio includes single units, systems and complete solutions for all process steps and packaging types. Discover our packaging solutions for pharma, biopharma, and fine chemicals on our Web-Page.
Commerzbank AG is a major German bank operating as a universal bank, headquartered in Frankfurt/Main In the 2019 financial year, the bank was the second largest Germany after the balance sheet total. The bank is present in more than 50 countries around the world and provides almost a third of Germany's trade finance. In 2017, it handled nearly 13 million customers in Germany and more than 5 million customers in Central and Eastern Europe. Commerzbank is a member of the Cash Group.
As the Senior Agile Coach of a squad of 25 corporate Agile Coaches am defining the standards for the implementation of Scrum and SAFe within the IT-Department of Commerzbank AG. Am responsible for the rollout of Agile methodologies over the corporate IT-Organization (Vorstandsbereich: Banking Core Technology). Within the department ?Banking Core technology? I am directly responsible for approx. 1700 people organized in 5 Clusters. Overall, we count 84 squads and 24 Scrum Masters. In addition to the Scrum Organization, I am working directly with 5 Cluster Leads (Bank Directors), Product Owners (former Middle Management) and Chapter leads (former Middle Management) directly with methods from Management Mentoring and Management Coaching.
Together the ?Bereichsvorstand? I am responsible for the successful implementation of the change since the instituted was established. In case you are interested in any kind of Details of the major Program of Commerzbank kindly follow the link(on request). Beside all above mentioned Agile Framework and structures I am dealing with significant technology requirements such as migrations to SAP S/4Hana (New GL and others), Oracle DB Migrations, Mainframe ?Z? Technologies (Mainframe-to-Cloud), Java-on-Mainframe, Affected CoBa-Clusters (Technology Competence):
This project demands and required quite my personal full scale of Technology-competence and Project Management experience. It bridges almost 30 years of information technology and furthermore I have the task to accelerate the speed of adoption of business and management experts
Tasks and main achievements in project:
Digitale Transformation
Develop and execute a full scale organizational change (and cultural change) stratgey and implement it into the day-to.day operations of all effected companies. M-Industry being originally constructed and intended as an acting unifying brand and umbrella organization over 27 independent production companies and market platforms is heading a quantum leap of organizational change into one harmonized multi brand corporation.
Tasks and main achievements in project:
Cargill, Incorporated is an American privately held global corporation based in Minnetonka, Minnesota, and incorporated in Wilmington, Delaware. Founded in 1865, it is the largest privately held corporation in the United States in terms of revenue. If it were a public company, it would rank, as of 2015, number 15 on the Fortune 500, behind McKesson and ahead of AT&T (URL on request).
Some of Cargill's major businesses are trading, purchasing and distributing grain and other agricultural commodities, such as palm oil; trading in energy, steel and transport; the raising of livestock and production of feed; and producing food ingredients such as starch and glucose syrup, vegetable oils and fats for application in processed foods and industrial use. Cargill also has a large financial services arm, which manages financial risks in the commodity markets for the company. In 2003, it split off a portion of its financial operations into Black River Asset Management, a hedge fund with about $10 billion of assets and liabilities. It owned 2/3 of the shares of The Mosaic Company (sold off in 2011), one of the world's leading producers and marketers of concentrated phosphate and potash crop nutrients.
Tasks and main achievements in project:
PUMA as one of the leading sport brands on a global scale is shifting their business operations (Procurement, Production and distribution) towards a unified and globally harmonized SAP S/4HANA platform.
Tasks and main achievements in projectIn an M&A-project context (merger & acquisition) I managed the roll-out of a SAP template defined in the US, customized in Europe and localized for Italy.
Facilitate the change to the new corporate Business Strategies ?Unabhänige Berater Bank? and support the integration of the Bank Coop into the corporate approach
Manage the cut-over and transition of business processes from the originally established one entity (Roche Diagnostics) to two entities (Roche Diagnostics and Roche Diabetes Care)
Enable a major shift away from ?regional? orientation of the business to the ?functional? orientation ? and ensure global programs sustainability
Implement a harmonized SAP-System (3 Landscapes, 9 SAP-Instances and 27 Servers into one consistent SAP-System). Realize a CCC-Certification.
Implementation of a SAP - template for a seed production plant in Russia. EU-compliant harmonization of packaging and marketing material usage.
SAP Template Rollout for a two production plants in China and Japan. Implementation of the ?Golden Tax System? for Chinas domestic automotive markets
Definition and Implementation of JIT/ JIS and Build –to-Order Processes for European Tier-1 suppliers
Accountable for creation, review and approval of all OCM deliverables, particularly in the areas of stakeholder management, communication, organization alignment and training & performance support
Responsible for key decisions relating to the OCM work stream, responsible for ensuring issue & risk escalation to program leadership
Agile / Lean:
Hybrid:
Waterfall:
High-Level Technical Qualifications:
Quality Management:
Personal Profile
During my professional life as a Project-, Change- and Program-Manager across various industries I had to learn that most of my projects do not suffer
because of technical circumstances or shortcomings. Considering that simple fact, I decided to enrich my proven technical background and expertise by
sozio-cultural methodologies. I went through various certifications and courses in project management/coaching and organizational development. Here is
my key take-away: A professional and sophisticated engineering of the particular organizations requirements was key to the success of any project I ever
delivered in time & budget.
One personal statement:
Die Anwendung und Implementierung von agilen Managementmethoden mit dem Ziel der nachhaltigen und dauerhaften Veränderung und Anpassung von etablierten (Gross-) Unternehmen (bzw. Organisationen) bedingt zunächst die Veränderung von individuellen Prioritäten in der Zusammenarbeit von Menschen und der durch sie gebildeten Strukturen. Das bedeutet konkret: Die Veränderung einer Organisation findet zunächst im Denken der einzelnen beteiligten Menschen statt.
Zusätzlich zu individuellen/systemischen Prioritäten bestimmen in etablierten Organisationen ?rahmensetzende Regulatoren? wie z.B. GxP, GRC oder andere kulturelle Formalisten die Mechanik, den Sinn und Inhalt der organisatorischen Zusammenarbeit.
Die Einführung von ?Agilität? in einem etablierten Organisations-Kontext (einem traditionellen Unternehmen, einer Behörde oder jeder anderen Etablierten Struktur) muss hier die Brücke zwischen der angestrebten ?Agilität? und systemisch geforderter Konformität ?Compliance? erstellen und erhalten. (Diese Aussage gilt explizit so nicht für ?Start-Ups? und weitere neu entstehende Organisationsformen!)
Die Sicherstellung der ?Compliance? und der Erhaltung der profitablen Geschäftsbesorgung auf der einen Seite und angestrebte ?Anglisierung? der Organisationsstruktur auf der anderen Seite, bilden das Spannungsfeld eines jeden Projektes der ?Anglisierung? von etablierten Organisationen.
Die Einführung von ?agilen? Methoden und ?agilen? Werkzeugen wird in aller Regel ohne nachhaltige Änderungen im Denken, Handeln und in den Prioritäten von Menschen nicht gelingen können. Genau an dieser Stelle habe ich meinen persönliche Kompetenzschwerpunkt ausgebildet.
Die Aktivierung und Erhaltung von nachhaltiger und anhaltender Veränderungsfähigkeit in traditionellen Unternehmen und Organisationen ? diese gestützt auf systemischen Werkzeugen und agilen Methoden - und Strukturen.
Key Skill Areas
Professional History:
Key tasks and achievements
Agile / Lean:
Hybrid:
Waterfall:
High-Level Technical Qualifications:
Technically this program started as SAP S/4HANA Public Cloud Implementation. To anticipate the SAP S/4 release schedule (two major releases a year) the ?AAF Pioneer? - program anticipated the cadence of the software supplier and implemented the construct of and Agile Release Train (ART) to deliver the projects of 15 countries across Europe. This ART is structured to control and to guide various IT-Services programs such as Analytics Cloud, SAP Sales Cloud, S/4HANA and Ende-2-Ende Business functionalizes for Finance, Production and Warehousing as well as results consolidation across the complete European operation and Reporting towards Japan.
RWEs ?Trans4mer-program? is representing a quantum leap in the organizations IT-Infrastructure and Business Process operation. A second important aspect of this program is the intended usability of the SAP S/4 HANA infrastructure and processes of the implementation of RWE Renewables.
As part of an extensive RWE-BP-Energy campaign aimed at building a strong Polish supply chain for the offshore wind energy sector, we have prepared a unique opportunity for all producers and service providers in the field of energy to obtain detailed information on the implementation of an onshore transformer station, which is part of the technical infrastructure of the offshore wind farm F.E.W. Baltic II, which in 2026 will start generating electricity in the Polish exclusive economic zone of the Baltic Sea.
Syntegon is one of the leading providers of process technology and packaging solutions for the pharmaceutical industry. The portfolio includes single units, systems and complete solutions for all process steps and packaging types. Discover our packaging solutions for pharma, biopharma, and fine chemicals on our Web-Page.
Commerzbank AG is a major German bank operating as a universal bank, headquartered in Frankfurt/Main In the 2019 financial year, the bank was the second largest Germany after the balance sheet total. The bank is present in more than 50 countries around the world and provides almost a third of Germany's trade finance. In 2017, it handled nearly 13 million customers in Germany and more than 5 million customers in Central and Eastern Europe. Commerzbank is a member of the Cash Group.
As the Senior Agile Coach of a squad of 25 corporate Agile Coaches am defining the standards for the implementation of Scrum and SAFe within the IT-Department of Commerzbank AG. Am responsible for the rollout of Agile methodologies over the corporate IT-Organization (Vorstandsbereich: Banking Core Technology). Within the department ?Banking Core technology? I am directly responsible for approx. 1700 people organized in 5 Clusters. Overall, we count 84 squads and 24 Scrum Masters. In addition to the Scrum Organization, I am working directly with 5 Cluster Leads (Bank Directors), Product Owners (former Middle Management) and Chapter leads (former Middle Management) directly with methods from Management Mentoring and Management Coaching.
Together the ?Bereichsvorstand? I am responsible for the successful implementation of the change since the instituted was established. In case you are interested in any kind of Details of the major Program of Commerzbank kindly follow the link(on request). Beside all above mentioned Agile Framework and structures I am dealing with significant technology requirements such as migrations to SAP S/4Hana (New GL and others), Oracle DB Migrations, Mainframe ?Z? Technologies (Mainframe-to-Cloud), Java-on-Mainframe, Affected CoBa-Clusters (Technology Competence):
This project demands and required quite my personal full scale of Technology-competence and Project Management experience. It bridges almost 30 years of information technology and furthermore I have the task to accelerate the speed of adoption of business and management experts
Tasks and main achievements in project:
Digitale Transformation
Develop and execute a full scale organizational change (and cultural change) stratgey and implement it into the day-to.day operations of all effected companies. M-Industry being originally constructed and intended as an acting unifying brand and umbrella organization over 27 independent production companies and market platforms is heading a quantum leap of organizational change into one harmonized multi brand corporation.
Tasks and main achievements in project:
Cargill, Incorporated is an American privately held global corporation based in Minnetonka, Minnesota, and incorporated in Wilmington, Delaware. Founded in 1865, it is the largest privately held corporation in the United States in terms of revenue. If it were a public company, it would rank, as of 2015, number 15 on the Fortune 500, behind McKesson and ahead of AT&T (URL on request).
Some of Cargill's major businesses are trading, purchasing and distributing grain and other agricultural commodities, such as palm oil; trading in energy, steel and transport; the raising of livestock and production of feed; and producing food ingredients such as starch and glucose syrup, vegetable oils and fats for application in processed foods and industrial use. Cargill also has a large financial services arm, which manages financial risks in the commodity markets for the company. In 2003, it split off a portion of its financial operations into Black River Asset Management, a hedge fund with about $10 billion of assets and liabilities. It owned 2/3 of the shares of The Mosaic Company (sold off in 2011), one of the world's leading producers and marketers of concentrated phosphate and potash crop nutrients.
Tasks and main achievements in project:
PUMA as one of the leading sport brands on a global scale is shifting their business operations (Procurement, Production and distribution) towards a unified and globally harmonized SAP S/4HANA platform.
Tasks and main achievements in projectIn an M&A-project context (merger & acquisition) I managed the roll-out of a SAP template defined in the US, customized in Europe and localized for Italy.
Facilitate the change to the new corporate Business Strategies ?Unabhänige Berater Bank? and support the integration of the Bank Coop into the corporate approach
Manage the cut-over and transition of business processes from the originally established one entity (Roche Diagnostics) to two entities (Roche Diagnostics and Roche Diabetes Care)
Enable a major shift away from ?regional? orientation of the business to the ?functional? orientation ? and ensure global programs sustainability
Implement a harmonized SAP-System (3 Landscapes, 9 SAP-Instances and 27 Servers into one consistent SAP-System). Realize a CCC-Certification.
Implementation of a SAP - template for a seed production plant in Russia. EU-compliant harmonization of packaging and marketing material usage.
SAP Template Rollout for a two production plants in China and Japan. Implementation of the ?Golden Tax System? for Chinas domestic automotive markets
Definition and Implementation of JIT/ JIS and Build –to-Order Processes for European Tier-1 suppliers
Accountable for creation, review and approval of all OCM deliverables, particularly in the areas of stakeholder management, communication, organization alignment and training & performance support
Responsible for key decisions relating to the OCM work stream, responsible for ensuring issue & risk escalation to program leadership
Agile / Lean:
Hybrid:
Waterfall:
High-Level Technical Qualifications:
Quality Management:
Personal Profile
During my professional life as a Project-, Change- and Program-Manager across various industries I had to learn that most of my projects do not suffer
because of technical circumstances or shortcomings. Considering that simple fact, I decided to enrich my proven technical background and expertise by
sozio-cultural methodologies. I went through various certifications and courses in project management/coaching and organizational development. Here is
my key take-away: A professional and sophisticated engineering of the particular organizations requirements was key to the success of any project I ever
delivered in time & budget.
One personal statement:
Die Anwendung und Implementierung von agilen Managementmethoden mit dem Ziel der nachhaltigen und dauerhaften Veränderung und Anpassung von etablierten (Gross-) Unternehmen (bzw. Organisationen) bedingt zunächst die Veränderung von individuellen Prioritäten in der Zusammenarbeit von Menschen und der durch sie gebildeten Strukturen. Das bedeutet konkret: Die Veränderung einer Organisation findet zunächst im Denken der einzelnen beteiligten Menschen statt.
Zusätzlich zu individuellen/systemischen Prioritäten bestimmen in etablierten Organisationen ?rahmensetzende Regulatoren? wie z.B. GxP, GRC oder andere kulturelle Formalisten die Mechanik, den Sinn und Inhalt der organisatorischen Zusammenarbeit.
Die Einführung von ?Agilität? in einem etablierten Organisations-Kontext (einem traditionellen Unternehmen, einer Behörde oder jeder anderen Etablierten Struktur) muss hier die Brücke zwischen der angestrebten ?Agilität? und systemisch geforderter Konformität ?Compliance? erstellen und erhalten. (Diese Aussage gilt explizit so nicht für ?Start-Ups? und weitere neu entstehende Organisationsformen!)
Die Sicherstellung der ?Compliance? und der Erhaltung der profitablen Geschäftsbesorgung auf der einen Seite und angestrebte ?Anglisierung? der Organisationsstruktur auf der anderen Seite, bilden das Spannungsfeld eines jeden Projektes der ?Anglisierung? von etablierten Organisationen.
Die Einführung von ?agilen? Methoden und ?agilen? Werkzeugen wird in aller Regel ohne nachhaltige Änderungen im Denken, Handeln und in den Prioritäten von Menschen nicht gelingen können. Genau an dieser Stelle habe ich meinen persönliche Kompetenzschwerpunkt ausgebildet.
Die Aktivierung und Erhaltung von nachhaltiger und anhaltender Veränderungsfähigkeit in traditionellen Unternehmen und Organisationen ? diese gestützt auf systemischen Werkzeugen und agilen Methoden - und Strukturen.
Key Skill Areas
Professional History:
Key tasks and achievements
Agile / Lean:
Hybrid:
Waterfall:
High-Level Technical Qualifications:
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