Alexander Barisic

Mandate

- Role: IT Consultant

- Assignment: Consulting on the establishment of a business park and its operating company, support in preparing public funding applications

- Location: Rhenish mining area

- Project duration: Project ongoing, expected duration several years

- The business park and the operating company are a collaboration of private, public, and semi-public institutions, including very reputable energy suppliers and research institutions of international standing.

- Further public funding is to be applied for financing.

- The implementation follows a concept, significantly co-developed by me in the IT sector, which considers infrastructure, control, and data acquisition in the energy system, operation of the park's operating company, and the connection of research institutions.

- In addition to resource-efficient operation of the energy system, the collection of extensive data for various research projects is a project goal.

- Development of detailed concepts

- Support and guidance of procurement processes

- Drafting and negotiation of complex contracts with involved companies and contractors

- Consulting on technical (IT) concepts/implementation (esp. Cybersecurity and IT Resilience)

- Support during realization, coordination/control, and acceptance of external contractors

- Creation of budgets and cost estimates

- Binding funding commitments from public authorities in the three-digit million range have already been granted.

- Further funding applications have been prepared and submitted.

- Very reputable project partners have been won, and a high-caliber team has been assembled.

- The implementation concept has been approved by the funding provider.

- Initial procurements have been made. Initial construction measures for the realization of the business park have begun.

Mandate

- Role: IT Due Diligence

- Assignment: IT Due Diligence, development of Post Transaction Measures to stabilize the target

- Location: Client: Germany, Target: non-EU

- Project duration: One month

- Planned acquisition of a mechanical engineering company (non-EU)

- During the IT Due Diligence, areas requiring action were identified. Subsequently, a plan of measures was requested to mitigate risks after a potential acquisition.

- Inventory of IT and related processes, analysis of IT infrastructure, assessment of service providers and their contractual relationships, license assessment

- Creation of a Red Flag Due Diligence report (English)

- The Due Diligence was conducted entirely remotely (at the client's request).

- Areas requiring action related to IT were uncovered during the Due Diligence.

- The development of a rough action plan for mitigation helped to estimate associated cost risks.

- For various reasons (not solely arising from the IT Due Diligence), the client ultimately decided against the transaction.

Mandate

- Role: CTO ad interim, reorganization of the IT department

- Assignment: Inventory, development and implementation of a plan for the reorganization of the IT department

- Location: Switzerland

- Project duration: 4 months

- Personnel responsibility: ~125 employees (indirect)

- Under a new board of directors, a new corporate strategy was implemented, resulting in extensive restructuring throughout the company. A target vision for the realignment of the IT sector did not yet exist.

- After the departure of the long-standing CIO, the IT department was without leadership.

- Due to unexpected personnel absences, three IT departments lacked a department head.

- The client has large in-house software development teams in two countries.

- Inventory of IT and related processes, analysis of IT infrastructure

- Development and implementation of a restructuring concept for the IT department

- Indirect leadership of the IT department (ad interim) with approximately 125 employees (three management levels)

- Additionally, direct leadership of three IT departments (due to personnel absences)

- Introduction of agile working methods (Scaled Agile Framework)

- Development of a new concept for a company-wide IT architecture

- Development and introduction of new processes for software development and innovation management

- Development of initial foundations for a new IT strategy

- Within four weeks, an inventory of the entire IT department was created, including individual interviews with several dozen employees.

- A target vision and restructuring plan for the IT department were developed, agreed upon, and implemented (with significant organizational, personnel, and structural changes).

- Agile working methods were introduced in various areas of software development (Scrum, SAFe).

- A new innovation management process was developed and implemented.

- Changes in culture and self-perception were initiated.