Senior Consultant

1/2020 – 12/2022

- Standardisierung der Produktionsprozesse
- Reduktion Headcount durch Rationalisierung und Automatisierung von ~450 auf ~200
- Personalkostensenkung €1,2+ Mio. p.a. bei gleichzeitiger Einführung arbeitsteiliger Rollen & neuer Org.-Struktur, sowie Einstellung und Entwicklung neuer Team Manager-Riege
- Erstellung Lastenheft zur Entwicklung eines neuen (halb-) automatisierten Produktionssystems, Einführung Tableau BI & Value Based Pricing für Kalkulations- & Prozess-Design

Automatisierungstechnik (allg.), Anforderungsspezifikationen, Management (allg.), Outsourcing, Personal-Potenzialermittlung

1/2019 – 12/2019

- Einführung eines standardisierten Kalkulationstools & Bereinigung des Artikelstammes zur Verbesserung der Marge im Neugeschäft von 45% auf 60% auf DB I durch Value Based Pricing Methoden
- Implementierung eines Controlling-Prozesses auf Account-Ebene zur kontinuierlichen Verbesserung des Ergebnisses

Controlling, Berechnungen, Preis- / Konditionengestaltung

1/2017 – 12/2018

- Standardisierung der Produktionsprozesse im Umfeld digitaler Services
- Kostensenkung von mehr als €1,5 Mio. p.a. durch Rationalisierung der Produktionsabläufe und Bündelung der Content Beschaffung

Controlling, Prozessoptimierung, Projekt - Berichtswesen, Projektmanagement

1/2012 – 7/2012

Part project mgmt. Geführte Fehlersuche MTU (Daimler Subsidiary).

1/2012 – 2/2012

Contract negotiations with EU cooperation partners & subsidiaries
Creation of contracts.

7/2011 – 12/2011

Process design & optimization Daimler AG.
Project Management Daimler AG.

5/2010 – 9/2010

Director Strategic Foresight
Manage strategic foresight process for T-Labs.
Business development:
Negotiate with new customers & suppliers.
Increased turnover with existing resource base.
Migration of workflow onto database and process platform.
Concept & Design of workshops.
Teamsize: 4

1/2010 – 3/2010

TV & Radio Format creation.
Concept & Creative Brief for weekly TV Show for one of the Big 6 german TV stations.
Research & Design of business model.
Implementation of marketing structures.
Akquisition of & negotiation with cooperation partners & suppliers.
Teamsize: 3.

8/2009 – 12/2009

Private Billing Platform
Real time synchronisation of website offered services with TelCo backbone and billing
infrastructure into an integrated service.
Creation of request for proposal and negotiations with suppliers.
Creation of in house interfaces and procedures from mass calling platform through regular
product portfolio to debt collection.
Role: Project Manager.
Teamsize: 4.

7/2009 – 12/2009

Burda Direct Interactive
Development of technical infrastructure (e.g. IVR-routings).
Conception of permission based marketing platform.
Statistical evaluation of appropiate TV audiences:
Viewer response rates and behaviour patterns based on CDR analysis.
Research & segmentation of customer groups & clusters.
Negotiation of contracts and CPO deals.
Role: Project Manager.

1/2009 – 12/2009

Interactive TV
Negotiations with suppliers for TV technology.
Conception and design of cross company organizational structure.
Design of various business models.
Creation of specific brand to create defenses against competition and facilitate marketing.
Client & partner acquisition and negotiation.
Role: Customer Solution / Project Manager.
Team size: 5.

1/2009 – 5/2009

Research on new business opportunities for NEXT ID core competencies.
Development of new business models based on:
Existing capabilities.
Added value for B2B customers.
Alignment with overall company strategy.
Development & implementation of marketing strategy for new business models.
Launch on Media Budget business fair.
Creation of campaing blueprints and launch of prototype:
Interactive Marketing Campaing: True fruits.
On-pack promotion.
Launch on DMEXCO exhibition.
Akquisition of further customers.
Role: Customer Solution Manager.
Teamsize: 4.

2/2008 – 5/2008

Plantation process reengeneering.
Audit of existing workflow & processes from import through to POS delivery.
Creation of cost per order & cost per process database.
Streamlining & repricing of all handled services.
Role: Project Manager.

2/2008 – 5/2008

Shel V-Power market launch.
Conception and proposal of integrated marketing campaign.
Revised designs for NZ cultural fit.
POS print.
Roadshow campaign.
On-pack promotions.
Succesful pitch against JWT as global Shell supplier.
Role: Project Manager.
Team size: 3.

9/2007 – 1/2008

Pernod Ricard Design revamp
Creation of 2nd in-house brand to address higher price ranges.
SWOT & PESTEL analysis of NZ design industry.
Analysis of Pernod Ricard's brand personalities and identification for upselling potentials
per brand.
Identification of concentrated retailer industry as main obstacle to adequate margins.
Creation of superior designs for a strengthened POS presence.
Design and negotiation for themed shop in shop areas exclusive to Pernod Ricard.
Role: Project Coordinator.
Team size: 3.

4/2007 – 10/2007

Shell Ferrari toy car promotion.
Handling & customs clearing for 750 cubic metres of promotion goods.
Fulfillment:
Resorting of 600,000 units for scheduled delivery to 224 Shell stations in six weekly
deliveries.
Physical delivery through freight companies. Scheduling, track & tracr, relocation and
returns.
Negotiation with and handling of freight companies.
Supervision & Payroll handling.
Detailed statistical and financial reporting.
Role: Supervisor.
Teamsize: 23.

1/2007 – 7/2007

Creation of Event Management Department.
Consolidation of stored materials:
Cleaning, repairing, counting & storing.
Creation of database codes & photo gallery.
Synchronisation with web-order system.
Establishment of regular service catalogue and fees.
Process reengeneering & streamlining.
Negotiations & SLA's with suppliers.
Creation of ongoing business department: Event services.
Role: Project Coordinator.