Senior IT- and Change Expert

12/2016 – 1/2022

Developed and executed a cross functional business engagement (business forums) that drove the definition, prioritisation, implementation and adoption of global continuous improvement initiatives. The business forums included business stakeholders from all 5 regions and the Group/HQ process owner.
My team of 3 Business Optimisation Managers facilitated monthly business forums in their respective functional area of expertise, including:
- Sales Operations
- Service Operations
- Supply Chain Management
- Procurement
- Finance
To align and prioritise vital business process enhancements as well as ensuring that data governance for Master Data has been followed.
Our objective was to identify and realise optimisation potential in our business processes to contribute 2% savings in GP over 2 years by automation as well as adoption of existing functionality.
Supporting the deployment and adoption of a multi-year business transformation program including the standardisation of all business processes across all regions utilising an integrated system environment with SAP (R3) in its core. I was engaged in the deployment of this program into the Asia Pacific and the Americas regions driving change management and adoption which meant continuous communication between business stakeholders and IT to mitigate the impact of the operational changes to the business, as well as reporting and tracking of operational KPIs to observe the progress of adoption.
I defined an operational change management framework for NTT, utilising other frameworks described by John Kotter as well as development frameworks like SAFe Agile. This framework provided the tools to effectively drive operational change throughout the organisation adopting new processes and system features and hence realising the business benefits set out at the beginning.

Prozessoptimierung, Business Analysis, Analysen der Wertschöpfungsstruktur, Balanced Scorecard, Change Management, Kostensenkungs-Programm, Management (allg.), Programm-Management, SAP R/3, Systemeinführungsunterstützung

6/2013 – 11/2016

Developed the business requirements needed to implement and migrate the business transformation program with a particular focus on Finance and Operations processes and coordinated the prioritisation with business stakeholders within the US business.
Analysed key transactional business processes and established KPIs and an Operational Dashboard utilising a BI platform to assist business stakeholders to manage and measure their operational processes effectively.
I was part of a team that had to drive a transition program to merge an. acquisition with more than 600 employees into Dimension Data North America’s processes and operations, including Data Migration and Training programs. We accomplished this in time and budget within less than 8 months. My role ensured that the migration of the Financial Data (AP, AR, GL) was completed accurately and in time for the first month-end to ensure billing could proceed without any delays in cash flow.
I introduced and enabled governance and management processes for Master data, i.e. Client Master data and Material Master data. As part of this I established several policies and guidelines to provide better visibility into non-standard processes that created disruption and inefficiencies. This required the engagement and approval of the Senior Executive team

Finanzen (allg.), SAP Datenmigration, Workflows, Analysen der Wertschöpfungsstruktur, Balanced Scorecard, Change Management, Corporate Governance, Oracle-Anwendungen, Requirement Analyse

4/2008 – 5/2013

Responsible for the implementation of a global Business transformation program in 10 countries simultaneously. This program has been developed to align processes, policies and systems globally for Dimension Data. Europe has been the first region to migrate to this ‘template’ which included the bespoke Quoting and Pricing application (DD Direct), the ERP (SAP) as well as the Service Management platform (Service-now). I was further responsible for liaising between business owners and IT to align business requirements, drive the prioritisation and coordinate training, testing and deployment of the platform operationally until successful go-live and post-go-live support.
I managed the support and continuous improvement of all legacy Business Systems, including the ERP (SAP R3), CRM (salesforce.com) the Service Management platform (service-now.com), the internal e-commerce platform, Workflows (K2) and BI tools (SAP Business Objects). This included the documentation of business processes, as well as process and change management.
Managing a team of 13 resources including 1st, 2nd and 3rd level support, Business analysts and Data Stewards and outsourced resources in South Africa.
We introduced a Workflow platform (K2) to improve governance and control of business-critical processes like Asset management (client-facing), Credit limit requests and Non-Stock-Purchase Order workflow.
We set up a Business Intelligence platform (Business Objects/SAP), with dashboards to provide better visibility into operational metrics for Service Operations, Finance and other functions.

Business Intelligence (BI), Change Management, IT-Support (allg.), Management (allg.), Programm-Management, Workflows, Prozessmanagement, SAP R/3, Service-Level-Management (SLA)

2/2005 – 3/2008

Supporting the implementation of the SAP R/3 template in 6 countries
Leading the Finance work stream, including AP, AR, FI CO and others.
Gap analysis between country legacy systems and SAP
Facilitated workshops for business and technical teams to present proposed changes to accommodate country requirements and align teams
Raised change requests for technical / interface changes and managed these through the change process
Completed Unit, UAT and end-to-end testing
Provided mapping of legacy Chart-of-Accounts (COA) to global COA and supported the Data migration of open items (AP/AR), GL and Master data by validating ETLs.
Provided Super-User and End-User Training and post-go-live support for Finance teams.

Finanzen (allg.), Requirements Management, Business Analysis, Change Management, Prozessberatung, SAP Datenmigration, SAP ECC, SAP R/3

9/2000 – 1/2005

Managed a team of 5 Accountants
Responsible for:
Financial Accounting
Accounts Payables
Fixed Assets
Monthly and annual Closing
Responsible for the preparation of the annual statutory reporting (HGB), as well as monthly and annual management reporting (IFRS)
Engaged with external auditors during the annual audit processes
Annual Budgeting and monthly Forecasting

Finanzen (allg.), Budgetierung, Finanzbuchhaltung, Handelsgesetzbuch, International Financial Reporting Standards, Management-Informationssysteme