Management of a major project for the introduction of ITIL standards in public administration incl. the management of external service providers. The introduction of the processes took place in three larger logic blocks, which also included the introduction of a nationwide virtual service desk.

Introduction of project management standards in a higher regional authority with the aim of establishing a customised project portfolio strategy including specifications for resource, risk and performance management across all phases of the project life cycle.

Management of a hybrid (agile and classic) project for the redevelopment of administration-specific software for use across the state and country. The complex requirements of professionalism and software architecture included the integration of audit security, document management systems, as well as statistics and controlling evaluations.

Survey and modelling of existing processes of a medium-sized bank with the aim of identifying digitalisation potentials. After a first stage of process optimisation according to lean management, the prioritised (sub-)processes were consistently automated.

Management of a project for the productive launch of an e-money product for a payment solution provider, from the conception of the product, design of the processes for issuing and operation, testing and piloting with subsequent rollout, including securing the regulatory documentation for licensing and PSD2 requirements.

Interim head of the strategic project management department of a private bank with a focus on the further development of central processes and project portfolio management. In addition to controlling the programmes managed in the portfolio, operative instruments for optimising decision-making processes (e.g. criteria-based prioritisation model) were established.

Analysis and optimisation of the group-wide processes of a large international online retailer, taking into account modern and contemporary digitalisation tools to upgrade the existing customer journey.

Interim takeover of project management in a critical phase for a leading international technology provider for scientific instruments. The challenge here was to restructure the planning and control of the project while taking into account existing, binding deadlines.

Technical analysis and reengineering of the structural and procedural organisation of an auditing company (SWOT analyses, vision and strategy development, conceptual design of competence centre payroll accounting and organisational restructuring).