Digital Transformation Manager

Over 15 years of experience aligning business vision with technological capabilities, driving large-scale organizational change, and implementing agile frameworks such as SAFe to increase efficiency, transparency, and team autonomy

Extensive experience leading portfolio and project management transformations in the medical devices sector, including harmonizing global project processes and implementing standardized tools to improve decisionmaking and resource allocation

Over a decade of experience guiding digital transformation initiatives, launching new products internationally, and developing scalable business models and go-to-market strategies, with measurable impacts on growth and operational performance

Longstanding track record in fostering agile mindsets across teams and leadership, facilitating cross-functional collaboration, and embedding sustainable “new ways of working” to enhance organizational culture and performance

Support for global harmonisation of project-and portfolio-management landscape of a leading health-care company

Goal: unify existing tools and processes and build a transparent end-to-end portfolio-management system

Role: Analysis, process design and change facilitation

Analyzed existing project-and tool landscape (Planview, Meisterplan)

Identified redundancies and optimisation potentials

Defined and introduced harmonised portfolio-management processes

Conducted workshops and trainings with business unit leaders

Supported change-management and documented new workflows

Implemented standardised processes across multiple business areas, increased transparency and improved decision foundations, reduced tool redundancies and achieved more efficient resource utilization

Project: Introduction of a new digital product in the Chinese market as part of a global growth strategy

Role: Connecting point and coordinating interface between central product management, local Chinese teams and international stakeholders

Managed the entire program management for coordinating complex digital projects

Successful market launch of a digital product in China (including localization for the Chinese market); balancing local requirements with global priorities while considering tax and regulatory frameworks

Introduced a new “Way of Working” to improve cross-site collaboration and control

Developed and implemented a scaling strategy for the digital business model in China

Transformation project to increase efficiency in project portfolio management by introducing a scalable PPM framework for better governance across multiple sites

Role: Advisory support in redefining central governance processes, aligning with business units and transforming existing structures

Developed and delivered the complete concept for a new PPM governance model

Consolidated multiple project portfolios into a single, scalable model

Created an end-to-end PPM approach including process design, tool landscape and role model

Implemented a de-commissioning process for outdated or inefficient projects

Provided a transparent project overview to improve dependency and resource management

Created and executed a roadmap for structural transformation

Advised on increasing agile maturity and rolling out agile ways of working

Worldwide rollout of a new central Project Portfolio Management solution to standardise and harmonise over 1,000 projects of varying quality levels

Role: Consulting and operational support for the global rollout – delivering trainings and guiding change and adoption processes

Migrated all projects into the new central PPM tool

Prepared and cleansed project portfolio data for harmonisation of existing structures and managed migration

Supported the global rollout together with internal project teams

Owned transition and change management as well as user communication

Designed and delivered target-group-specific trainings to ensure tool adoption

Strategic consulting and operational support for a public tender for IT Service Management at Munich Airport. Goal: develop a viable service concept with implementation plan and quality assurance

Role: Responsible for the content creation of tender documents and design of an ITSM approach model

Analyzed tender documents including technical, quality and legal requirements

Developed a comprehensive IT Service Management concept with implementation plan and quality-assurance measures

Prepared a robust business case and realistic project roadmap

Co-ordinated the bid strategy with senior management

Prepared documentation for the final round – the company was invited to the final selection (won’t be awarded due to price)

After Bossard AG acquired Dutch Jeveka BV, responsible for integration and harmonisation of both IT landscapes. Goal: successful migration of systems (including Dynamics ERP) and establishment of efficient, agile work and control structures.

Role: Programme lead, coaching and introduction of agile methods in international IT teams (NL/CH/DE)

Analysed project status and built a prioritised backlog

Introduced agile methods (Scrum/Kanban) and transparent steering processes

Coached and empowered local IT teams

Harmonised and migrated ERP and M365 environments

Resolved conflicts between internal teams and external providers

Developed roadmap and reported to management

Unlocked project bottlenecks, resumed all migration streams, improved communication, stabilised vendor collaboration and introduced a sustainable agile framework

Consulting a European manufacturer of industrial electric products to develop a realistic innovation strategy; Goal: identify reasons for failed digitalisation initiatives and build a sustainable innovation process

Role: Analysis, strategy development and leadership coaching

Conducted innovation analysis and evaluated existing initiatives

Identified innovation potentials and created a prioritised measures pipeline

Facilitated workshops for idea generation (shortlist of market-relevant concepts)

Coached executives, team leads and department heads

Reoriented innovation focus toward customer-and market-oriented products, built a clear 12-month action plan, and fostered innovation-supporting leadership

Implementation of an international CRM system to manage spare-part orders. Goal: create a central, transparent platform for efficient collaboration of global stakeholders

Role: Overall responsibility for planning, backlog and roadmap up to Go-Live

Requirement analysis and alignment with global stakeholders

Coordination of internal development teams and business units

Quality assurance and acceptance of implemented features

Successful launch of the CRM system