Selected projects

Role: Subproject Manager Cutover Management and Overall Data Migration Lead; member of the extended program management

Key figures: 80+ systems · 8 process teams · 30+ migration objects · FI/CO/MM/SD · audit under IDW PS 850

Responsibilities

• Development of the cutover strategy and cutover concept for the Next Gen ERP go-lives
• Building the overarching cutover plan including dependencies between teams, processes, systems and external partners
• Overall accountability for planning, steering and executing the data migration across the programme
• Definition and maintenance of the overarching migration strategy, methodology and guidelines
• Coordination of the 8 data migration leads in the process teams
• Productive migration using SAP Migration Cockpit, LSMW and custom ABAP programs
• Compliance with the quality requirements of the project-accompanying audit under IDW PS 850

Outcome

On-time go-live on 1 July 2026 without significant disruption; a uniform migration approach established across 8 process teams.

Role: Vico Lead and supplier-side project manager; functional leadership of the 5-person modelling team

Key figures: 42 S/4HANA best practice scope items · 38 BPMN process models · 5-person team

Responsibilities

• Overall steering of the project from the supplier's perspective (planning, steering, reporting to SAP, escalation)
• Functional leadership of the 5-person modelling team
• Remodelling of selected SAP best practice processes in BPMN 2.0
• Modelling with the SAP Signavio Suite (incl. text-to-process)
• Setting uniform structures, templates and modelling rules

Outcome

38 validated BPMN process models delivered and accepted by SAP; best practices transformed into advanced “next practices”.

Role: Interim mandate as Vico Group Director (forecast and tracking responsibility)

Key figures: 50+ projects in the GSV forecast · approx. 40 Vicos · approx. 100 team members

Responsibilities

• Monthly collection and consolidation of the forecast (plan vs. actual incl. causes of variance)
• Following up the weekly trackings and actively chasing missing responses
• Analysing and resolving under-utilisation, initiating countermeasures
• Process analysis of the forecast data basis and documentation of process gaps

Outcome

Uninterrupted forecast operation throughout the interim period; clean handover to the internal successor as of 03/2026.

Role: Project Manager / Business Development Manager (Vico Lead)

Responsibilities

• Building and leading a virtual team for delivering complex client projects
• Accountability for acquisition, client relationships, contract negotiations, proposals and pricing
• Strategic steering including team composition, role staffing and quality assurance
• Main point of contact for the client

Outcome

Establishment of a scalable virtual expert team for recurring client projects.

Role: Subproject Manager Cutover Management and Data Migration

Key figures: 120 migration objects · 100+ legacy systems · 10 SAP modules · GxP-regulated environment

Responsibilities

• Greenfield implementation of S/4HANA with migration from over 100 legacy systems
• Accountability for data migration (120 migration objects) and cutover management
• Cutover strategy, concept and plan including rollback and contingency concepts
• Development and steering of a process for migrating new objects (Migration Cockpit, LSMW)
• Planning, steering and execution of dress rehearsals
• Compliance with GxP requirements and GMP-compliant CSV documentation

Outcome

Transparent, risk-oriented project structures and rigorous validation processes in a regulated pharmaceutical environment.

Role: System architect and technical project manager / product owner

Key figures: Rollout CH → FR · multilingual team DE/FR/EN

Responsibilities

• International rollout of SuccessFactors Employee Central from Switzerland to France
• Localisation and adaptation of the Swiss template for the French legal and language context
• Coordination of a multilingual project team (DE/FR/EN)
• Integration into the existing Swiss HR system landscape (payroll, IAM/IPS, PeopleDoc)
• Cutover and requirements management as product owner

Outcome

On-time go-live in France with full integration into the Swiss HR platform; a blueprint for further country implementations.

Role: System architect and technical project manager / product owner

Responsibilities

• Implementation of SuccessFactors LMS and replacement of the existing learning platforms across the group
• Migration of learning content, learning paths and certification histories from the legacy systems
• User adoption measures (role and authorisation model, communication, training)
• Interfaces to Employee Central and adjacent HR systems

Outcome

A group-wide uniform learning platform without operational interruption; all historical learning and certification data preserved.

Role: System architect and technical project manager / product owner

Responsibilities

• Implementation of SuccessFactors Time Management to replace the existing time recording
• Mapping of Swiss time management rules (flexitime, shifts, public holiday and cantonal logic, quotas)
• Integration into payroll and Employee Central
• Cutover with cut-off date transfer

Outcome

Modern, compliant time management as a uniform basis for time recording and payroll.

Role: Senior SAP Project Manager

Key figures: 9 SAP ERP systems (FI/CO/MM/HCM/RE-FX/TR/FS-CD) · 3 SAP portals · nearshoring partner

Responsibilities

• Planning and delivery of annual technical upgrades for 9 SAP ERP systems and 3 portals
• Steering all parties involved (SAP Basis, authorisations, development, nearshoring partner)
• Ensuring upgrade compatibility of all interfaces and third-party systems
• Overseeing test preparation and go-live

Outcome

9 ERP systems and 3 portals upgraded annually over three years, with no productive outages.

Role: Senior SAP technical project manager / product owner

Key figures: Interfaces: SF EC ↔ HCM Payroll, PeopleDoc, IAM/IPS

Responsibilities

• Implementation of SuccessFactors EC including migration of HR master and organisational data from SAP HCM
• Implementation of the interfaces to HCM Payroll, PeopleDoc and IAM/IPS
• Cutover strategy, concept and plan
• Requirements management as product owner

Outcome

On-time migration of HR master and organisational data; three critical interfaces integrated productively.

Role: Team Lead (Head of Cross Section Solutions) / Service Owner

Key figures: 20+ systems · staff and budget responsibility · 12,000 employees · international subsidiaries

Responsibilities

• Overall accountability for operating and developing more than 20 systems (HR, actuarial life and non-life, legal & compliance, tax, treasury)
• Functional and disciplinary leadership of the team within group IT
• Responsibility for operations, budget and licence management
• Steering external service providers, coordinating changes, releases and incidents

Outcome

Secure, standardised IT operations with high system availability across all international subsidiaries.

Role: Deputy Project Manager / Workstream Lead (Technical Transition, Lateral)

Key figures: Project volume > CHF 10 million · FI/CO/MM/HCM/RE-FX/TR · partners SAP, EY

Responsibilities

• Replacement of the existing SAP ECC 6.0 with SAP S/4HANA
• Creating the foundations for new financial reporting under IFRS
• Accountability for the “Technical Transition” and “Lateral” workstreams
• Cutover strategy, concept and plan
• Chairing the partner board and the technical coordination board
• Active steering of external partners (SAP and EY)

Outcome

A smooth system transformation with strong governance and communication structures.

Role: Change Manager (ITIL)

Responsibilities

• Assuming the change manager role on an ITIL basis
• Planning, approving, documenting and monitoring all IT infrastructure changes
• Reviewing and approving requests for change, deployments and standard changes
• Chairing the Change Advisory Boards (CAB) and Emergency CABs (ECAB)
• Chairing the regular meetings for release management, continuous improvement and post implementation review

Outcome

Stable, auditable steering of IT changes in a German armed forces environment.

Role: Program Manager (IT side)

Key figures: 4 workstreams · 11 projects · FI/CO/PS/MM/SD/HR

Responsibilities

• Assuming the role of program manager for the IT side in a running programme to optimise the order-to-cash processes
• Programme organisation in four workstreams with a total of 11 projects
• Scrum master and coaching for 3 agile projects
• Risk, interface and project closure management
• Programme planning with MS Project and JIRA

Outcome

11 projects in 4 workstreams steered over 1.5 years (end-to-end optimisation of order-to-cash).

Role: Business Solution Consultant SAP PS / SAP functional consultant

Key figures: Global harmonisation · quarterly go-live in 4 steps

Responsibilities

• Global harmonisation of intercompany charging for projects
• Development of a central SAP cockpit for transferring investment projects into client projects
• Automation of the transfer of networks, activities and posting items
• Preparation of solution design documents and technical design documents
• Coordination with international implementation partners

Outcome

A uniform, scalable solution for project-related charging worldwide; four quarterly rollouts delivered on time.

Role: Workpackage Lead SAP PS / CO consultant

Key figures: PS, IM, PPM, CA-CPD, MRS, FI-AA, CO-OM, CO-PA, CO-PC

Responsibilities

• Development of a detailed design for the SAP Project System with a focus on accounting
• Building the system landscape (PS, IM, PPM, Commercial Project Management, Multiresource Scheduling)
• Aligning the accounting settings with FI-AA, CO-OM, CO-PA and CO-PC
• Running workshops and facilitating management meetings

Outcome

A detailed design for an integrated project system spanning 9 SAP modules, prepared and accepted.