Marc Oesau

For the past 13 years, I have worked in various projects and programs as a Portfolio Manager, Project Manager, or PMO. Each of these roles was with DAX 30 companies (primarily financial services, but also utilities). The projects took place in environments with varying degrees of outsourcing, with multilingual, international teams located nearshore (all of Europe) and offshore (India, China, etc.) (up to 300 headcounts).

I have worked successfully and constructively with the most important vendors (Big Five, among others). Core tasks included:

- Digitization of the processing processes of a large bank

- Support for transformation processes in the IT infrastructure sector of an energy company

- Relocation of the department (IT domain) to India (large bank)

- PMO for the tender and renegotiation of IT infrastructure services (volume EUR 170 million)

- Leadership of the PMO Test Management of a large bank during the migration to SAP Banking

- Control and implementation of Germany-wide and Europe-wide deployments of standard software (MS Office, Notes, Win7, etc.)

- Control of budget and procurement processes during the group-wide conversion to Peoplesoft 7 (incl. complete resource management such as hiring, onboarding, offboarding, etc.)

The rollouts and deployments covered time zones from Southeast Asia to North America.

Furthermore, in project P2P, I implemented the setup of competencies for budget managers and their approval levels for a front end to SAP ERP (FI, CO, MM). This was an outsourcing project where delivery centers were established in Dahlian, Bangalore, Bratislava, and other locations worldwide.

The companies are structured according to ITIL. The procedures always followed current project management methodologies. Currently: Agile project management according to Scrum with a strong tendency towards a hybrid approach. The project language was always English.