Freelancer profile translated to English.
Back to original languageAbout Andreas
As an experienced VP of Project Management and Digitalization & AI Consultant, I shape complex transformation programs and sustainably steer operational organizations, from strategic diagnosis to measurable impact on the P&L - pragmatic, hands-on, results-oriented.
- Solution- and results-oriented Program Manager & Digitalization & AI Consultant with over 15 years of experience as VP Project Management & Customer Service, Head of PMO, and Transformation Manager in the Retail & Industrial (Hidden Champions), Retail, Banking, and Insurance sectors.
- Strong expertise in leading complex transformation programs (Agile, Classic & Hybrid) | Building and leading PMOs for investment volumes > €35 million | Synchronizing 40+ parallel projects using OKR & Kanban (Flight Levels) | Direct reporting line to the Executive Board, SVP, and CTO/CIO.
- Profound experience: VP Project Management & Program Management | Turnaround & Restructuring | Digitalization & AI Integration into operational processes (e.g., automation in customer service) | SAP S/4HANA | Target Operating Model (TOM) | Post Merger Integration | Change Management | PMO Setup.
- Scope of Responsibility: P&L and project responsibility up to €20 million | Leadership of up to 30 internal FTEs and 150 external resources | Budget and performance responsibility at the senior management level.
- Achievements: EBIT turnaround +€250k/month in 24 months | Securing >€170 million in endangered key contracts | SLA stabilization of 90% | Complaint cost reduction of €1 million p.a. | Turnaround PPM: Establishment of a mechanism for managing > 40 projects | Significant process acceleration of up to 50%.
- PM Qualifications: PMI PMP | PRINCE2 Practitioner | Scrum Master & Scrum Product Owner.
- High commitment & results-orientation | analytical | communicative | clear | structured | convincing | negotiation skills | hands-on up to board level | fluent English.
German
Native or bilingual
English
Fluent
Can work on-site
Ravensburg (up to 50km), München (up to 50km), Berlin (up to 50km), Frankfurt am Main (up to 50km), Düsseldorf (up to 50km)
Experience
- Wanzl,Vice President Aftermarket DE & Sales ProcessRETAIL (LARGE RETAILERS)January 2024 - Today (2 years and 5 months)Leipheim, BY, GermanyP&L Responsibility: €8 million, Securing >€170 million | Leadership: 30 internal FTEs & management of >150 external technicians (20 service partners)Mandate: Took over the role at the request of management to restructure the Aftermarket division. Phased transformation from a classic cost center to a scalable performance unit and profit center.
- Focus: Development, acceptance, and implementation of a customer- and product-oriented Aftermarket strategy for Germany.
- Financial Turnaround: Successful reversal of an average monthly loss of -€150k into sustainable profitability of up to €100k EBIT per month.
- Service Quality: Stabilization of availability and Service Level Agreements (SLAs) to 90% and reduction of response time to product defects from 12 to 3 months by redesigning the complaint process (reduction of complaint costs by €1 million p.a.).
- Target Operating Model (TOM): Shift from a "one-size-fits-all" approach to differentiated service levels. Reorganization of the partner network (>150 technicians) to serve the changing product matrix and fluctuating demand without incurring fixed costs.
- Process Digitization: Implementation of digital end-to-end processes (ticket-to-field) for seamless connection of external technicians. Reduction of lead times and transaction costs while increasing throughput speed by >90%.
- Supply Chain Optimization: Restructuring of spare parts management, especially for critical components (availability <48h instead of 2 weeks), significantly reducing customer downtime.
- Digital Transformation (S/4HANA): Stream Lead for the migration of core sales processes.
- Wanzl,Vice President Projects - Customer ProjectsRETAIL (LARGE RETAILERS)July 2023 - January 2024 (6 months)Leipheim, BY, GermanyP&L Responsibility: €20 million | Leadership: 22 FTEs | Project Types: Store Construction, Access, Digital, TenderMandate: Initially hired to scale the central project organization. Strategic re-evaluation of the organizational structure based on the conducted inventory analysis.
- Status Quo Analysis: Comprehensive validation of the commercial and process maturity across the four sales project business areas. Identification of structural hurdles in central control.
- Strategic Impact: The analysis results provided the crucial factual basis for management to fundamentally reorganize the sales organization and decentralize project management again (returning it to the business units).
- Transparency: Uncovering the actual cost situation and profitability in the portfolio, which underpinned the necessity of a strategic course correction ("pivot").
- Fielmann,Team Lead Project Portfolio Management & PMO Digital Transformation ProgramRETAIL (SMALL BUSINESS)January 2019 - June 2023 (4 years and 5 months)Hamburg, GermanyLeadership: 10 FTEs | Member of CTO & CIO Staff | Ranked top 5% in external leadership assessment.Mandate: Professionalization of the project landscape and management of major digital projects during a period of strong growth and external disruption (pandemic).
- Strategic Project Portfolio Management (PPM): Establishment of a direct reporting line to the Executive Board and Head of Digitalization for investment projects > €35 million. Introduction of a group-wide project portfolio management using OKRs and Kanban (Flight Levels) to synchronize over 40 parallel projects.
- IT Transformation: Leadership of the Project Management Office (PMO) for the overarching digital transformation program with the coordination and management of > 10 strategic initiatives.
- Organizational Model & Transformation: Governance support and management of the transformation to product- and platform-oriented IT structures (DevOps, platform models) in close coordination with CTO & CIO. Assessment of the impact on project portfolio, team structures, and control logic.
- TOM, Cloud Strategy & Legacy Modernization: Lead author for the make-or-buy decision and system architecture for the transition from legacy on-premise to SaaS architecture for over 1,000 branches, headquarters, and production sites.
- Crisis Management (Special Task Forces) & Data Governance: Leading role in the Corona crisis team to ensure operational capability of 800 branches (opening hours, hygiene, logistics). Leading role in the data protection team (GDPR) to ensure compliance of sensitive health data.
- M&A / Integration: Development and implementation of the integration concept (Post Merger Integration) for the Spanish chain "Óptica Universitaria" into the Fielmann structures.
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Education
- Bachelor of Business AdministrationHSBA Hamburg2009Bachelor of Business Administration
- Insurance and Finance ClerkAon Jauch & Hübener2009Kaufmann für Versicherungen und Finanzen
Certifications
- PMI@PMPProject Management Institute2018
- Prince 2 PractitionerCertNow2018