IT Expert

• Experienced IT interim manager with extensive expertise in managing IT departments and implementing project management solutions to stabilize and optimize IT operations

• Experienced consultant in the areas of IT strategy with proven ability in the implementation of change processes

• Experienced IT and project management coach who directly supports and trains managers and employees in IT operations organizations

• Has already successfully completed 2 projects in the healthcare sector and has extensive experience in the medical technology and pharmaceutical industry

Temporary leadership of the Medical Technology and IT division with approximately 85 employees across 4 hospital sites, 1 medical care center (MVZ), 1 training academy, and other affiliated institutes:

• Established a program to stabilize the partially highly failure-prone operations and competently managed corresponding outages (including temporary full emergency operations across all hospitals)

• Promoted and guided gradual cultural transformation (return to office, shift in collaboration from email to face-to-face discussions, fostering responsibility and acceptance of mistakes, etc.)

• Identified and communicated significant risks, initiating appropriate countermeasures to reduce or avoid them

• Introduced a binding and transparent requirements and project portfolio management process

• Initiated implementation and ensured adherence to methodological project management practices

• Established regular communication with other business units and hospital leadership to improve IT’s position and visibility

• Provided detailed onboarding for the successor

Outcome: Stabilization and professionalization of daily IT operations and internal project management quality, combined with and supported by a guided cultural transformation, while simultaneously improving IT’s perception within the organization.

Department consisting of 3 teams and 16 employees at three locations, services for around 900 employees / project management of various topics for stabilization, standardization, consolidation of the entire IT operation after many unfinished mergers and the release of infrastructure employees.

• Ensuring day-to-day operations in a company characterized by high fluctuation and a series of incomplete mergers

• Analysis of the current situation

• Preparation for the integration of further acquired companies Unplanned, immediate transition to complete outsourcing of the infrastructure to a service provider already active in the company due to the need to make the entire IT operations team redundant at short notice

• Start of the introduction of standards and processes

• Start of complete documentation of the entire IT (infrastructure, applications, etc.)

• Development of the implementation strategy for a central ERP system, including the replacement strategy for the large number of legacy ERP systems brought in because of the merger

• Start of an inventory of the IT components, various smaller projects (firewall conversion, etc.)

• Budget planning and control, recruitment of employees, target discussions, and employee development

• Increasing the visibility of the IT department

Outcome: Ensuring daily operations without significant disruptions in a volatile environment while at the same time cleaning up the undocumented, historically grown and non-standardized IT landscape.

Ensuring and stabilizing daily operations in the areas of Service Desk and Onsite Support in all countries of the EMEA region (~120 MA), as well as further development of these regarding the upcoming challenges.

• Replacement of some management positions (retirement or already vacant positions)

• Definition of objectives for the management team and staff positions

• Coaching of employees (own management team/staff units and one talent)

• Introduction of new action plans: emergency rules to ensure availability in German SD

• Introduction of tickets in Onsite Support

• Introduction of documentation of uniform processes across the divisions

• Definition of minimum standards for SD and Onsite Service within the entire EMEA region

• Setting up a transformation team to standardize the working methods of the local service desks in the individual countries

• Relief and coaching of the internal IT manager, reorganization and structuring/professionalization of the IT department, takeover of selective projects, and development of internal project and process management

• Assumption of operational responsibility and ownership of dedicated projects

• Regular feedback rounds with the internal CIO

• Introduction of processes and roles to professionalize internal service provision

• Accompanying the development of internal, overarching project and process management, and additional action plans within the company

• Preparation and support of the first IT audit, within the audit and organization of the remediation of defects

• Optimization and further development of existing IT solutions

• Close cooperation with other departments, with the aim of professionalizing working methods in IT and within the company, and successfully implementing the projects for which we are responsible

• Increasing the visibility of the IT department

• Investigation of the possibilities of a legal change as a further business opportunity (as-is analysis)

• Examination of the legal framework

• Optimization and further development of IT solutions

• Draft of a potential business concept

• Coordination of the business opportunity with potential partners

• Identification of a business opportunity incl. critical risk assessment