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Projects

Projects. Four worlds. One standard.

Four projects, four very different environments. What they share is the critical moment: the transition from project to operations.

Global

GIZ

2025–2026
Starting point
GIZ moves to SAP S/4HANA worldwide in a big bang: around 21,000 users in more than 80 countries go live at the same time.
The challenge
From day one, requests arrive from every time zone. With no first-level support, they have to reach the right team immediately and fully automatically, with no detours.
My role
Senior Enterprise Architect SAP: design, planning and delivery of workstream support and incident management, preparing and accompanying the go-live.
Result
A brand-new, fully automated ticket routing through a tile-based portal, with no first-level support. Built in record time and stable from day one: ten months after go-live without significant incidents, under high ticket volume.
Plant

Hydro

2023–2025
Starting point
Hydro, an aluminium extrusion business, introduces SAP S/4HANA and a new MES in its plants, replacing the legacy AS/400 system.
The challenge
MES and SAP are switched at the same time, in a running plant. Plant, IT, OT and external partners have to work in step, because production must not stop.
My role
SAP S/4HANA project manager: go-live planning, data migration from AS/400 to SAP, steering change requests with the business, testing and integration.
Result
The double switch succeeded, and the plants went live successfully.
Service

gematik

2020–2021
Starting point
gematik is responsible for the telematics infrastructure of Germany’s healthcare system. It needed a TI service desk: the central customer hotline, run by an external partner. In parallel, e-prescription services were put out to tender.
The challenge
From tender and partner selection to live operations in one go, in the middle of the pandemic. The team never met in person.
My role
Project manager: tender, setting up and steering the service desk, introducing ITIL-based processes. Regular team health checks kept collaboration and ways of working under constant review.
Result
On time, on budget and with very high customer satisfaction. A team without friction that met every goal, despite never meeting in person.
International

Vodafone

2008–2020
Starting point
Vodafone rolls out SAP across its operating companies and consolidates support, previously organised locally, into a central function.
The challenge
Every country brings its own culture, technology and time zone. Central support means a huge change for the people on the ground. And collaboration between European and Indian teams is bumpy at first: misunderstandings and prejudices have to be cleared up.
My role
Over twelve years: major incident manager, cutover manager and head of local IT in Ghana, on-site hypercare in Ireland, Greece, Egypt, Qatar and India, SAP service management, process automation (RPA).
Result
Every rollout delivered. The new support structures were understood and accepted, and European and Indian teams brought together into one working whole. Vodafone engaged me again and again for twelve years.

Further projects

  • 2021–2023Swiss SteelSAP project lead in a carve-out, S/4HANA in internal functions, central project reporting
  • 2022FMCG companyGo-live plan, cutover planning and execution at a plant
  • 2017–20184iCOM, RomeAdvising an international bidding consortium on the German truck toll system
  • 2016GPMCommon database for introducing ICB 4 (IPMA competence standard)
  • 2005–2007Toll CollectGroup lead for 19 staff, CRM system for toll processes
  • 1995–2001ExperianRisk & payment for international brands

Contact

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