IT Transformation (ERP, CRM, Enterprise Architecture, Software Selection) and IT M&A (Due Diligence, IT Post Merger Integration, IT Carve-out)
Aktualisiert am 18.07.2024
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Verfügbar ab: 18.07.2024
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ERP
Carve-out
Geschäftsprozessanalyse
Mergers & Acquisitions
SAP Business One
Microsoft Dynamics
Due-Diligence-Prüfung
Post Merger Integration
Enterprise Architecture
Software Auswahl
Entsorgung
Automotive
Verpackung
Manufacturing
German
English

Einsatzorte

Einsatzorte

Deutschland, Schweiz, Österreich
möglich

Projekte

Projekte

1 year
2023-10 - now

process analysis

Project management
Project management

The company in Spain & Portugal was taken over as part of an acquisition. The national company had not invested in the system landscape for several years due to the upcoming transaction, as a result of which the process and system landscape was heterogeneous and had not grown apart consistently. The national company would now like to prepare for upcoming Group integration projects and identify a plan and focus areas that are to be improved as part of this integration project.

  • Project management for the analysis of the process and system landscape in Spain and Portugal
  • Conducting the process analysis through interviews with the purchasing, sales, logistics, finance, controlling and maintenance divisions
  • Documentation of processes, identification of weak points and definition of requirements
  • Presentation of the analysis results including recommendations for action to the top management of the country organization and Group company


Result:

Launch of various integration projects in coordination with the Group

environmental service provider
2 years 6 months
2022-04 - now

IT integration strategy

Project management
Project management

Following the acquisition of several companies, the customer is faced with the challenge of consolidating 8 different system landscapes that have arisen in the various national companies and adapting the IT organization and services accordingly. Various ERP systems are used at the core of these system landscapes (SAP R/3, Microsoft Dynamics AX & NAV, Oracle JD Edwards). The client would like support in defining the strategy, identifying specific projects and setting up a program for implementation.

  • Project management for the definition of an IT strategy with a focus on IT organization, application landscape incl. ERP and IT infrastructure
  • Organization and monitoring of the project to review the current system landscape
  • Preparation and implementation of workshops to assess the status and processes in the various national companies
  • Creation of documents to document the target landscape and communication to the local business and IT units


Result:

  • Successful project initiation, definition of the application landscape strategy and management buy-in
  • Communicating the strategy to the national companies and defining a roadmap
  • Definition of strategic guidelines together with the business units
  • Presentation of the concepts to the national companies
  • The customer follows the implementation of the recommendations for action

environmental service provider
Germany)
6 months
2023-10 - 2024-03

IT carve-out concept

Project management
Project management

The client is preparing to sell an international business unit in several countries. Before the start of the marketing process, the customer would like to create a concept for the future operation of the IT, as the business unit's IT is provided by a central group organization.

  • Inventory of the current process and IT landscape and analysis of the necessary IT services in the standalone model
  • Creation of an IT carve-out concept with a description of the future IT organization, IT application landscape and IT infrastructure
  • Planning the IT budget for future operation in standalone mode using benchmarks and market information
  • Preparation of a 2-year project plan for the IT carve-out process
  • Project reporting to various stakeholders, e.g. Steering Committee, Executive Board and investors 


Result:

  • Successful acceptance of the concept
  • Customer starts the marketing process

Listed industrial company - car parts manufacturer
Germany
9 months
2023-01 - 2023-09

implementation of SAP Business One

Project management
Project management

The customer operates a heterogeneous and outdated system landscape that leads to process disruptions and a lack of transparency. To improve the situation, the customer decides to introduce SAP Business One to consolidate the application landscape and automate business processes. The customer had already attempted to implement SAP Business One in the past between 2018 and 2020 and canceled the project unsuccessfully after 24 months.

  • Setting up a project organization
  • Initial recording of business processes and identification of potential for improvement
  • Creation of a proof-of-concept system together with an SAP Business One consultant to demonstrate the end-to-end process
  • Fit-gap analysis together with the various business units (purchasing, sales, production, logistics, finance)
  • Requirements definition and implementation together with an SAP Business One consultant
  • Go-live preparation and implementation


Result:

Implementation of the solution in a "fast track" project in two legal entities with different processes within 9 months.

Environmental services provider
USA
1 year
2022-10 - 2023-09

Process Analysis

Workstream Lead
Workstream Lead
Due to significant inorganic growth in recent years, the customer is operating diverse application landscapes across its European subsidiaries, despite largely comparable core business processes. Recognizing the need for consolidation, the customer requires external expertise to develop a long-term integration strategy. This necessitates a comprehensive assessment of the current process and system landscape to deviate an future-proof target operating model. 
  • Development of a business process map to define key business areas and processes.
  • Development of a comparison methodology to identify and highlight process similarities and deviations between the countries
  • Execution of workshops to record the current processes and their support by various business applications (with Microsoft Dynamics 365 the core system in most countries)
  • Identification of optimization potential and best-practices within the organizations
  • Comparison of the countries operating models and system landscapes
  • Definition of actionable recommendations and presentation to the Board, including a multi-year implementation roadmap. 


Result:

The Board decided to adopt the recommendations and initiated a multi-year transformation program to streamline and integrate the application landscape across its European subsidiaries.

Automotive parts distributor
USA)
5 months
2023-02 - 2023-06

software selection non-profit

Project management
Project management

The customer operates a disjointed and outdated system landscape that leads to process disruptions and a lack of transparency. As part of an analysis project, it is to be investigated which software solutions can be used in the areas of ERP and CRM in order to better represent the company's processes in the long term. The aim of the project is to bring about a unified decision by the board, as it has been at odds in the past over how to proceed.

  • Setting up a project organization
  • Initial structuring of the scope of business processes for each solution
  • Development of a coordinated procedure for the subsequent comprehensible evaluation of the solutions
  • Recording the business processes in the ERP and CRM area together with the specialist departments. Identification of optimization potential, derivation of requirements.
  • Creating a long-list of potential providers and solutions. Management of the vendor qualification process
  • Accompanying system demos and evaluating solutions with the specialist departments
  • Derivation of recommendations for action for the Board of Directors


Result:

Unanimous agreement of the Board for future solutions in the CRM and ERP environment

Non-profit company
USA
3 months
2022-12 - 2023-02

IT carve-out concept

Project management
Project management

The client is preparing the sale of a business unit in a European country. Before the start of the marketing process, the customer would like to create a concept for the future operation of the IT, as the IT is strongly integrated into the group.

  • Inventory of the current IT landscape and analysis of the necessary IT services in the standalone model
  • Creation of an IT carve-out concept with a description of the future IT organization, IT application landscape and IT infrastructure
  • Planning the IT budget for future operation in standalone mode using benchmarks and market information


Result:

  • Successful acceptance of the concept
  • Customer starts the marketing process

Listed energy company
Germany
6 months
2021-10 - 2022-03

IT post-merger integration

Project management
Project management
By acquiring a production plant and several sales offices in Poland and Eastern Europe (approx. 3,000 employees), the customer is doubling its business in an important business unit. A large part of the IT services required for the acquired plant (e.g. ERP, middleware, special applications, infrastructure operation) will be provided by the seller for 12 months via a Transitional Services Agreement (TSA). During the 12-month period, all IT services must be taken over by the customer. 
  • Takeover of project management for TSA exit and IT integration of the acquired plant two months after closing of the transaction.
  • Setting up the project with the workstreams "Applications", "IT Infrastructure" and "IT Contracts & Licenses"
  • Comprehensive planning and coordination of all IT workstreams
  • Recording of the current application landscape; definition and planning of 9 projects for application takeover or substitution
  • Identification of the activities required to take over the infrastructure, planning and management of several projects to hand over the IT services to several external service providers
  • Establishing a license register and ensuring sufficient licensing during and after the TSA term
  • Definition of the management of service providers
  • Responsibility for the monitoring of IT TSA services, communication of TSA requests to the vendor side 


Result:

  • Successful project initiation and Day 100 of the takeover
  • Setting up the migration and substitution projects within the planned budget
  • Successful planning and implementation of the IT TSA exit strategy
Packaging manufacturer
Austria)
9 months
2021-07 - 2022-03

IT Post Merger Integration

Project Management
Project Management
The client is investigating the acquisition of a part of a company in Spain and Portugal (~16,000 employees, ~1 bn ? turnover / p.a.). The company to be analyzed obtains a large part of its IT services from the seller's group of companies. As part of the transaction, the seller wishes to continue to provide the IT services under a TSA. During this term, an IT carve-out by the seller is planned. 
  • Management of IT due diligence; request and review of relevant IT documentation, preparation and execution of IT expert sessions and preparation of an IT due diligence report with analysis areas IT organization, IT applications, IT infrastructure, IT licenses & contracts and IT security
  • Validation of IT separation and planned standalone IT costs
  • Identification of IT risks that had to be addressed as part of the takeover, in the Transitional Services Agreement (TSA) or Share Purchase Agreement (SPA)
  • Responsibility for negotiating the TSA for IT issues. Inclusion of important clauses, in cooperation with Legal (e.g. contractual negotiation and agreement of maximum IT carve-out costs)
  • Identification and tracking of activities to ensure "Day-1 Readiness" (e.g. rebranding, license transfer, logical separation)
  • Onboarding of the integration manager and successful support of the new IT organization in necessary carve-out activities (e.g. negotiations with IT service providers) in the first 100 days after closing
  • Preparation and participation in the TSA Steering Committee 


Result:

  • Acquisition of the target by the customer
  • Start of the IT TSA and IT carve-out and integration project
  • Ensuring Day 1 without interruptions in IT
  • Successful mitigation of financial risks (especially in the area of IT licenses) after Day-1 through advantageous design of the IT TSA
Environmental Service Provider
Germany
3 months
2021-07 - 2021-09

Valuation Intellectual Property

The customer intends to develop its own overarching software platform or automotive operating system for future vehicle generations. This platform is to consist of several software components. For a central component in the microprocessor and microcontroller environment, it is to be examined whether the component should be licensed or purchased from a specific provider as before. In this context, a tech due diligence is to be carried out, as well as a commercial-strategic plausibility check (not part of the tech due diligence). 
  • Management of a tech due diligence in the embedded software environment, identification of risks and preparation of a report focusing on functional requirements, product strategy & organization, software development process, contracts & licenses and IT & product security
  • Preparation and implementation of expert sessions
  • Coordination of the results with a specialized finance team, joint transfer of the results into a financial valuation


Result:

Due to the considerable risks identified during the due diligence, the customer does not invest in the intellectual property, but licenses the solution to others
Automotive software
Germany)
1 year 10 months
2019-12 - 2021-09

IT carve-out

Project management
Project management
The client is preparing the sale of a business unit (automotive supplier) with 900 employees in Germany, China, Brazil and the USA in order to strategically develop its business portfolio. All IT services for the business unit are provided by the IT department of the parent company. The customer wants to set up an independent IT for the asset in order to be prepared for a sale to corporate or financial investors. As a guideline, the group states that it does not need to offer an IT TSA if possible, which is why the carve-out must be completed before the transaction is closed. The IT carve-out project must be closely coordinated with the activities of the financial, legal and operational workstreams. 
  • Inventory of the current IT landscape and analysis of the necessary IT services in the standalone model
  • Creation of an IT carve-out concept with a description of the future IT organization, IT application landscape and IT infrastructure
  • Planning the IT budget for future operation in standalone mode using benchmarks and market information
  • Preparation of tender documents and service provider selection for IT commodity services
  • Preparation and implementation of sell-side IT due diligence and expert sessions with several potential investors
  • Main contact person for continuous coordination with other carve-out workstreams, e.g. Financial (preparation of the financial factbook and company valuation) and Operations (identification of carve-out hotspots)
  • Project reporting to various stakeholders, e.g. Steering Committee, Executive Board and investors


Result:

  • Successful sale of the business unit to a German financial investor
  • Go-live of standalone IT before closing of the transaction, no IT TSA services required

automotive supplier
Germany
1 year
2020-07 - 2021-06

IT Day-1 Readiness

Project management
Project management
The client is pursuing its active growth strategy by acquiring a part of the company with locations in Germany, the Netherlands, Luxembourg, Sweden and Poland. The transaction is divided into two separate transactions that are being pursued in parallel.
The IT departments of the countries are largely autonomous and heterogeneous, but receive some of their IT services from the parent company. As part of the TSA term, the locations are to become independent of the parent company on the IT side. The IT separation projects are to be managed partly by the vendor and partly by the customer. 
  • Management of IT due diligence; request and review of relevant IT documentation, preparation and execution of IT expert sessions and preparation of an IT due diligence report with analysis areas IT organization, IT applications, IT infrastructure, IT licenses & contracts and IT security
  • Validation of IT separation and standalone costs
  • Identification of IT risks that had to be addressed as part of the takeover, in the Transitional Services Agreement (TSA) or Share Purchase Agreement (SPA)
  • Responsibility for negotiating the TSA for IT issues. Verification and redesign of the TSA cost structure to minimize risks to the TSA term
  • Ensuring Day 1 readiness 


Result:

  • Acquisition of the target by the customer
  • Start of the IT TSA and IT carve-out and integration project
  • Ensuring Day 1 without interruptions in IT
  • Successful mitigation of financial risks (especially in the area of IT TSA services) after Day-1 through advantageous design of the IT TSA

Environmental service provider
Germany)
4 months
2020-07 - 2020-10

Buyside IT Due Diligence

Head
Head
The customer is investigating the purchase of a production plant in France. A large part of the IT services required by the plant are provided by the parent company and the IT landscape is highly integrated. The client would like to identify the risks and potential as part of an IT due diligence. 
  • Management of IT due diligence; preparation of an IT due diligence report with analysis areas IT organization, IT applications, IT infrastructure, IT licenses & contracts as well as IT costs (validation of IT separation and standalone costs)
  • Review and negotiation of the necessary IT TSA services
  • Identification and planning of IT Day 1 activities to ensure business continuity
  • Draft a rough integration plan together with the seller 


Result:

  • Definition of a detailed plan together with the seller to prepare the Day 1 activities
  • Cancellation of the deal 2 days before the planned closing (not justified by IT)
Paper manufacturer
Germany
3 months
2020-02 - 2020-04

Buyside Tech Due Diligence

The client is evaluating an investment in the Series B financing round of a German "neobroker" that is benefiting and growing strongly from the coronavirus crisis. Since comparable American companies have experienced severe performance and scaling problems in recent months, the client would like to have the technical basis of the solution analyzed in detail. 
  • Management of a tech due diligence in the fintech environment, identification of risks and preparation of a report with a focus on product strategy, organization, solution architecture, scalability and security & compliance
  • Planning and conducting Tech Expert Sessions with founders and employees
  • Ongoing coordination of the results with the senior investment team of the financial investor 


Result:

The customer decides to invest and implements recommended IT measures promptly
Fintech
8 months
2019-04 - 2019-11

Workstream Management Applications

A competitor of the client offers a part of the company (10,000 employees, ? 1.5 billion in annual sales) for sale. The client offers to set up a joint venture with the competitor company. This joint venture should then become independent in the medium term (e.g. through an IPO). Both companies agree to this strategy and start a formal transaction process. As part of this, an IT concept must be drawn up for the planned joint venture, as both companies are heavily dependent on their respective parent companies. 
  • Inventory of the customer's current IT and analysis of the necessary IT applications
  • Analysis of the partner's current IT and analysis of the necessary IT applications
  • Creation of several IT joint venture concepts to describe the short-term, medium-term and long-term IT application landscape of the planned joint venture with a focus on SAP solutions.
  • Planning the joint venture IT budget for the application landscape (one-off and running costs)
  • Preparation and implementation of a parallel buy- and sell-side IT due diligence to analyze the risks in the IT of the potential joint venture partner, as well as the presentation of the IT that will be brought into the joint venture
  • Evaluation of various possible carve-out and reverse carve-out approaches together with the joint venture partner
  • Ongoing coordination with other IT workstreams (IT organization, IT infrastructure) and other project workstreams (e.g. Financial, Operations) 


Result:

  • Final negotiation of all IT concepts until shortly before signing the contract
  • Cancellation of the project as the potential joint venture partner has found a buyer for the part of the company
Hydraulics Joint Venture
Germany

Aus- und Weiterbildung

Aus- und Weiterbildung

2 years
2017-10 - 2019-09

Digital Transformation Management

Master of Business Administration (MBA), Goethe Business School, Frankfurt am Main
Master of Business Administration (MBA)
Goethe Business School, Frankfurt am Main
  • Induction into the honor society "Beta Gamma Sigma" (Top 20% of class)
  • Master Thesis: on request
3 years 8 months
2009-08 - 2013-03

Business Informatics

Bachelor of Science, Frankfurt School of Finance and Management, Frankfurt am Main
Bachelor of Science
Frankfurt School of Finance and Management, Frankfurt am Main
  • Bachelor Thesis: on request
  • Semester abroad (2011) at the University of California in Santa Barbara, USA
1 year 10 months
2009-09 - 2011-06

application development

IT specialist, Chamber of Industry and Commerce, Frankfurt am Main
IT specialist
Chamber of Industry and Commerce, Frankfurt am Main
  • Professional apprenticeship during the dual study program

Kompetenzen

Kompetenzen

Top-Skills

ERP Carve-out Geschäftsprozessanalyse Mergers & Acquisitions SAP Business One Microsoft Dynamics Due-Diligence-Prüfung Post Merger Integration Enterprise Architecture Software Auswahl Entsorgung Automotive Verpackung Manufacturing

Produkte / Standards / Erfahrungen / Methoden

Profile

  • Experienced management consultant at the interface between business and IT for over 10 years with experience in various industries. Analytical problem solver with hands-on mentality and ability to develop and concisely communicate complex technical concepts to support decision makers in strategic IT projects. Solid academic background through Bachelor's degree in Information Systems and MBA degree with focus on Digital Transformation Management.
  • Since 2018 focus on IT projects in the M&A environment: Several positions as project and workstream manager for complex IT carve-out and post-merger integration projects. In addition, experience as project manager for IT and tech due diligence projects for strategic and financial investors in various industries.
  • Prior to that, many years of experience with IT assessments, projects to optimize the application landscape and enterprise architecture, as well as software selection and implementation, mostly for medium-sized, internationally operating companies.


Work Experience

04/2022 - today

Role: Senior Manager, Digital IT Acceleration - IT M&A Team 


Tasks:

IT M&A (IT due diligence, IT carve-out, IT post-merger integration), enterprise architecture, software implementation 

  • Project manager and support for consulting companies in the above-mentioned key areas in various industries


10/2021 - 03/2022

Role: Senior Manager, Digital IT Acceleration - IT M&A Team 

Customer: Capgemini Invent 


Tasks:

IT M&A (IT due diligence, IT carve-out, IT post-merger integration) 

  • Project manager for IT post-merger integration projects
  • Expert for all IT topics related to M&A


04/2019 - 09/2021

Role: Manager, Deal Advisory - Tech Strategy

Customer: KPMG Germany AG 


Tasks:

IT M&A (IT due diligence, IT carve-out, IT post-merger integration) Activities:

  • Project manager for various projects in the IT M&A environment
  • International project environment with project teams, clients and targets and assignments in Sweden, France, Luxembourg, Sweden, Netherlands, USA, India, UK, Japan, Brazil, Spain and Portugal
  • Disciplinary management of 4 consultants and senior consultants


03/2013 - 03/2019

Role: Consultant - Manager, Risk Assurance Solutions

Customer: PwC Germany GmbH


Tasks:

IT & ERP Transformation, IT Assessments, Enterprise Architecture

  • International project assignments in France, Denmark, Great Britain, USA, Romania, Slovakia, Switzerland, Austria, Sweden


08/2009 - 02/2013

Role: Dual student 

Customer: T-Systems International GmbH 


Tasks:

IT Service Management; Travel, Transport & Logistics

  • Career entry in service and key account management for a major customer of T-Systems

Einsatzorte

Einsatzorte

Deutschland, Schweiz, Österreich
möglich

Projekte

Projekte

1 year
2023-10 - now

process analysis

Project management
Project management

The company in Spain & Portugal was taken over as part of an acquisition. The national company had not invested in the system landscape for several years due to the upcoming transaction, as a result of which the process and system landscape was heterogeneous and had not grown apart consistently. The national company would now like to prepare for upcoming Group integration projects and identify a plan and focus areas that are to be improved as part of this integration project.

  • Project management for the analysis of the process and system landscape in Spain and Portugal
  • Conducting the process analysis through interviews with the purchasing, sales, logistics, finance, controlling and maintenance divisions
  • Documentation of processes, identification of weak points and definition of requirements
  • Presentation of the analysis results including recommendations for action to the top management of the country organization and Group company


Result:

Launch of various integration projects in coordination with the Group

environmental service provider
2 years 6 months
2022-04 - now

IT integration strategy

Project management
Project management

Following the acquisition of several companies, the customer is faced with the challenge of consolidating 8 different system landscapes that have arisen in the various national companies and adapting the IT organization and services accordingly. Various ERP systems are used at the core of these system landscapes (SAP R/3, Microsoft Dynamics AX & NAV, Oracle JD Edwards). The client would like support in defining the strategy, identifying specific projects and setting up a program for implementation.

  • Project management for the definition of an IT strategy with a focus on IT organization, application landscape incl. ERP and IT infrastructure
  • Organization and monitoring of the project to review the current system landscape
  • Preparation and implementation of workshops to assess the status and processes in the various national companies
  • Creation of documents to document the target landscape and communication to the local business and IT units


Result:

  • Successful project initiation, definition of the application landscape strategy and management buy-in
  • Communicating the strategy to the national companies and defining a roadmap
  • Definition of strategic guidelines together with the business units
  • Presentation of the concepts to the national companies
  • The customer follows the implementation of the recommendations for action

environmental service provider
Germany)
6 months
2023-10 - 2024-03

IT carve-out concept

Project management
Project management

The client is preparing to sell an international business unit in several countries. Before the start of the marketing process, the customer would like to create a concept for the future operation of the IT, as the business unit's IT is provided by a central group organization.

  • Inventory of the current process and IT landscape and analysis of the necessary IT services in the standalone model
  • Creation of an IT carve-out concept with a description of the future IT organization, IT application landscape and IT infrastructure
  • Planning the IT budget for future operation in standalone mode using benchmarks and market information
  • Preparation of a 2-year project plan for the IT carve-out process
  • Project reporting to various stakeholders, e.g. Steering Committee, Executive Board and investors 


Result:

  • Successful acceptance of the concept
  • Customer starts the marketing process

Listed industrial company - car parts manufacturer
Germany
9 months
2023-01 - 2023-09

implementation of SAP Business One

Project management
Project management

The customer operates a heterogeneous and outdated system landscape that leads to process disruptions and a lack of transparency. To improve the situation, the customer decides to introduce SAP Business One to consolidate the application landscape and automate business processes. The customer had already attempted to implement SAP Business One in the past between 2018 and 2020 and canceled the project unsuccessfully after 24 months.

  • Setting up a project organization
  • Initial recording of business processes and identification of potential for improvement
  • Creation of a proof-of-concept system together with an SAP Business One consultant to demonstrate the end-to-end process
  • Fit-gap analysis together with the various business units (purchasing, sales, production, logistics, finance)
  • Requirements definition and implementation together with an SAP Business One consultant
  • Go-live preparation and implementation


Result:

Implementation of the solution in a "fast track" project in two legal entities with different processes within 9 months.

Environmental services provider
USA
1 year
2022-10 - 2023-09

Process Analysis

Workstream Lead
Workstream Lead
Due to significant inorganic growth in recent years, the customer is operating diverse application landscapes across its European subsidiaries, despite largely comparable core business processes. Recognizing the need for consolidation, the customer requires external expertise to develop a long-term integration strategy. This necessitates a comprehensive assessment of the current process and system landscape to deviate an future-proof target operating model. 
  • Development of a business process map to define key business areas and processes.
  • Development of a comparison methodology to identify and highlight process similarities and deviations between the countries
  • Execution of workshops to record the current processes and their support by various business applications (with Microsoft Dynamics 365 the core system in most countries)
  • Identification of optimization potential and best-practices within the organizations
  • Comparison of the countries operating models and system landscapes
  • Definition of actionable recommendations and presentation to the Board, including a multi-year implementation roadmap. 


Result:

The Board decided to adopt the recommendations and initiated a multi-year transformation program to streamline and integrate the application landscape across its European subsidiaries.

Automotive parts distributor
USA)
5 months
2023-02 - 2023-06

software selection non-profit

Project management
Project management

The customer operates a disjointed and outdated system landscape that leads to process disruptions and a lack of transparency. As part of an analysis project, it is to be investigated which software solutions can be used in the areas of ERP and CRM in order to better represent the company's processes in the long term. The aim of the project is to bring about a unified decision by the board, as it has been at odds in the past over how to proceed.

  • Setting up a project organization
  • Initial structuring of the scope of business processes for each solution
  • Development of a coordinated procedure for the subsequent comprehensible evaluation of the solutions
  • Recording the business processes in the ERP and CRM area together with the specialist departments. Identification of optimization potential, derivation of requirements.
  • Creating a long-list of potential providers and solutions. Management of the vendor qualification process
  • Accompanying system demos and evaluating solutions with the specialist departments
  • Derivation of recommendations for action for the Board of Directors


Result:

Unanimous agreement of the Board for future solutions in the CRM and ERP environment

Non-profit company
USA
3 months
2022-12 - 2023-02

IT carve-out concept

Project management
Project management

The client is preparing the sale of a business unit in a European country. Before the start of the marketing process, the customer would like to create a concept for the future operation of the IT, as the IT is strongly integrated into the group.

  • Inventory of the current IT landscape and analysis of the necessary IT services in the standalone model
  • Creation of an IT carve-out concept with a description of the future IT organization, IT application landscape and IT infrastructure
  • Planning the IT budget for future operation in standalone mode using benchmarks and market information


Result:

  • Successful acceptance of the concept
  • Customer starts the marketing process

Listed energy company
Germany
6 months
2021-10 - 2022-03

IT post-merger integration

Project management
Project management
By acquiring a production plant and several sales offices in Poland and Eastern Europe (approx. 3,000 employees), the customer is doubling its business in an important business unit. A large part of the IT services required for the acquired plant (e.g. ERP, middleware, special applications, infrastructure operation) will be provided by the seller for 12 months via a Transitional Services Agreement (TSA). During the 12-month period, all IT services must be taken over by the customer. 
  • Takeover of project management for TSA exit and IT integration of the acquired plant two months after closing of the transaction.
  • Setting up the project with the workstreams "Applications", "IT Infrastructure" and "IT Contracts & Licenses"
  • Comprehensive planning and coordination of all IT workstreams
  • Recording of the current application landscape; definition and planning of 9 projects for application takeover or substitution
  • Identification of the activities required to take over the infrastructure, planning and management of several projects to hand over the IT services to several external service providers
  • Establishing a license register and ensuring sufficient licensing during and after the TSA term
  • Definition of the management of service providers
  • Responsibility for the monitoring of IT TSA services, communication of TSA requests to the vendor side 


Result:

  • Successful project initiation and Day 100 of the takeover
  • Setting up the migration and substitution projects within the planned budget
  • Successful planning and implementation of the IT TSA exit strategy
Packaging manufacturer
Austria)
9 months
2021-07 - 2022-03

IT Post Merger Integration

Project Management
Project Management
The client is investigating the acquisition of a part of a company in Spain and Portugal (~16,000 employees, ~1 bn ? turnover / p.a.). The company to be analyzed obtains a large part of its IT services from the seller's group of companies. As part of the transaction, the seller wishes to continue to provide the IT services under a TSA. During this term, an IT carve-out by the seller is planned. 
  • Management of IT due diligence; request and review of relevant IT documentation, preparation and execution of IT expert sessions and preparation of an IT due diligence report with analysis areas IT organization, IT applications, IT infrastructure, IT licenses & contracts and IT security
  • Validation of IT separation and planned standalone IT costs
  • Identification of IT risks that had to be addressed as part of the takeover, in the Transitional Services Agreement (TSA) or Share Purchase Agreement (SPA)
  • Responsibility for negotiating the TSA for IT issues. Inclusion of important clauses, in cooperation with Legal (e.g. contractual negotiation and agreement of maximum IT carve-out costs)
  • Identification and tracking of activities to ensure "Day-1 Readiness" (e.g. rebranding, license transfer, logical separation)
  • Onboarding of the integration manager and successful support of the new IT organization in necessary carve-out activities (e.g. negotiations with IT service providers) in the first 100 days after closing
  • Preparation and participation in the TSA Steering Committee 


Result:

  • Acquisition of the target by the customer
  • Start of the IT TSA and IT carve-out and integration project
  • Ensuring Day 1 without interruptions in IT
  • Successful mitigation of financial risks (especially in the area of IT licenses) after Day-1 through advantageous design of the IT TSA
Environmental Service Provider
Germany
3 months
2021-07 - 2021-09

Valuation Intellectual Property

The customer intends to develop its own overarching software platform or automotive operating system for future vehicle generations. This platform is to consist of several software components. For a central component in the microprocessor and microcontroller environment, it is to be examined whether the component should be licensed or purchased from a specific provider as before. In this context, a tech due diligence is to be carried out, as well as a commercial-strategic plausibility check (not part of the tech due diligence). 
  • Management of a tech due diligence in the embedded software environment, identification of risks and preparation of a report focusing on functional requirements, product strategy & organization, software development process, contracts & licenses and IT & product security
  • Preparation and implementation of expert sessions
  • Coordination of the results with a specialized finance team, joint transfer of the results into a financial valuation


Result:

Due to the considerable risks identified during the due diligence, the customer does not invest in the intellectual property, but licenses the solution to others
Automotive software
Germany)
1 year 10 months
2019-12 - 2021-09

IT carve-out

Project management
Project management
The client is preparing the sale of a business unit (automotive supplier) with 900 employees in Germany, China, Brazil and the USA in order to strategically develop its business portfolio. All IT services for the business unit are provided by the IT department of the parent company. The customer wants to set up an independent IT for the asset in order to be prepared for a sale to corporate or financial investors. As a guideline, the group states that it does not need to offer an IT TSA if possible, which is why the carve-out must be completed before the transaction is closed. The IT carve-out project must be closely coordinated with the activities of the financial, legal and operational workstreams. 
  • Inventory of the current IT landscape and analysis of the necessary IT services in the standalone model
  • Creation of an IT carve-out concept with a description of the future IT organization, IT application landscape and IT infrastructure
  • Planning the IT budget for future operation in standalone mode using benchmarks and market information
  • Preparation of tender documents and service provider selection for IT commodity services
  • Preparation and implementation of sell-side IT due diligence and expert sessions with several potential investors
  • Main contact person for continuous coordination with other carve-out workstreams, e.g. Financial (preparation of the financial factbook and company valuation) and Operations (identification of carve-out hotspots)
  • Project reporting to various stakeholders, e.g. Steering Committee, Executive Board and investors


Result:

  • Successful sale of the business unit to a German financial investor
  • Go-live of standalone IT before closing of the transaction, no IT TSA services required

automotive supplier
Germany
1 year
2020-07 - 2021-06

IT Day-1 Readiness

Project management
Project management
The client is pursuing its active growth strategy by acquiring a part of the company with locations in Germany, the Netherlands, Luxembourg, Sweden and Poland. The transaction is divided into two separate transactions that are being pursued in parallel.
The IT departments of the countries are largely autonomous and heterogeneous, but receive some of their IT services from the parent company. As part of the TSA term, the locations are to become independent of the parent company on the IT side. The IT separation projects are to be managed partly by the vendor and partly by the customer. 
  • Management of IT due diligence; request and review of relevant IT documentation, preparation and execution of IT expert sessions and preparation of an IT due diligence report with analysis areas IT organization, IT applications, IT infrastructure, IT licenses & contracts and IT security
  • Validation of IT separation and standalone costs
  • Identification of IT risks that had to be addressed as part of the takeover, in the Transitional Services Agreement (TSA) or Share Purchase Agreement (SPA)
  • Responsibility for negotiating the TSA for IT issues. Verification and redesign of the TSA cost structure to minimize risks to the TSA term
  • Ensuring Day 1 readiness 


Result:

  • Acquisition of the target by the customer
  • Start of the IT TSA and IT carve-out and integration project
  • Ensuring Day 1 without interruptions in IT
  • Successful mitigation of financial risks (especially in the area of IT TSA services) after Day-1 through advantageous design of the IT TSA

Environmental service provider
Germany)
4 months
2020-07 - 2020-10

Buyside IT Due Diligence

Head
Head
The customer is investigating the purchase of a production plant in France. A large part of the IT services required by the plant are provided by the parent company and the IT landscape is highly integrated. The client would like to identify the risks and potential as part of an IT due diligence. 
  • Management of IT due diligence; preparation of an IT due diligence report with analysis areas IT organization, IT applications, IT infrastructure, IT licenses & contracts as well as IT costs (validation of IT separation and standalone costs)
  • Review and negotiation of the necessary IT TSA services
  • Identification and planning of IT Day 1 activities to ensure business continuity
  • Draft a rough integration plan together with the seller 


Result:

  • Definition of a detailed plan together with the seller to prepare the Day 1 activities
  • Cancellation of the deal 2 days before the planned closing (not justified by IT)
Paper manufacturer
Germany
3 months
2020-02 - 2020-04

Buyside Tech Due Diligence

The client is evaluating an investment in the Series B financing round of a German "neobroker" that is benefiting and growing strongly from the coronavirus crisis. Since comparable American companies have experienced severe performance and scaling problems in recent months, the client would like to have the technical basis of the solution analyzed in detail. 
  • Management of a tech due diligence in the fintech environment, identification of risks and preparation of a report with a focus on product strategy, organization, solution architecture, scalability and security & compliance
  • Planning and conducting Tech Expert Sessions with founders and employees
  • Ongoing coordination of the results with the senior investment team of the financial investor 


Result:

The customer decides to invest and implements recommended IT measures promptly
Fintech
8 months
2019-04 - 2019-11

Workstream Management Applications

A competitor of the client offers a part of the company (10,000 employees, ? 1.5 billion in annual sales) for sale. The client offers to set up a joint venture with the competitor company. This joint venture should then become independent in the medium term (e.g. through an IPO). Both companies agree to this strategy and start a formal transaction process. As part of this, an IT concept must be drawn up for the planned joint venture, as both companies are heavily dependent on their respective parent companies. 
  • Inventory of the customer's current IT and analysis of the necessary IT applications
  • Analysis of the partner's current IT and analysis of the necessary IT applications
  • Creation of several IT joint venture concepts to describe the short-term, medium-term and long-term IT application landscape of the planned joint venture with a focus on SAP solutions.
  • Planning the joint venture IT budget for the application landscape (one-off and running costs)
  • Preparation and implementation of a parallel buy- and sell-side IT due diligence to analyze the risks in the IT of the potential joint venture partner, as well as the presentation of the IT that will be brought into the joint venture
  • Evaluation of various possible carve-out and reverse carve-out approaches together with the joint venture partner
  • Ongoing coordination with other IT workstreams (IT organization, IT infrastructure) and other project workstreams (e.g. Financial, Operations) 


Result:

  • Final negotiation of all IT concepts until shortly before signing the contract
  • Cancellation of the project as the potential joint venture partner has found a buyer for the part of the company
Hydraulics Joint Venture
Germany

Aus- und Weiterbildung

Aus- und Weiterbildung

2 years
2017-10 - 2019-09

Digital Transformation Management

Master of Business Administration (MBA), Goethe Business School, Frankfurt am Main
Master of Business Administration (MBA)
Goethe Business School, Frankfurt am Main
  • Induction into the honor society "Beta Gamma Sigma" (Top 20% of class)
  • Master Thesis: on request
3 years 8 months
2009-08 - 2013-03

Business Informatics

Bachelor of Science, Frankfurt School of Finance and Management, Frankfurt am Main
Bachelor of Science
Frankfurt School of Finance and Management, Frankfurt am Main
  • Bachelor Thesis: on request
  • Semester abroad (2011) at the University of California in Santa Barbara, USA
1 year 10 months
2009-09 - 2011-06

application development

IT specialist, Chamber of Industry and Commerce, Frankfurt am Main
IT specialist
Chamber of Industry and Commerce, Frankfurt am Main
  • Professional apprenticeship during the dual study program

Kompetenzen

Kompetenzen

Top-Skills

ERP Carve-out Geschäftsprozessanalyse Mergers & Acquisitions SAP Business One Microsoft Dynamics Due-Diligence-Prüfung Post Merger Integration Enterprise Architecture Software Auswahl Entsorgung Automotive Verpackung Manufacturing

Produkte / Standards / Erfahrungen / Methoden

Profile

  • Experienced management consultant at the interface between business and IT for over 10 years with experience in various industries. Analytical problem solver with hands-on mentality and ability to develop and concisely communicate complex technical concepts to support decision makers in strategic IT projects. Solid academic background through Bachelor's degree in Information Systems and MBA degree with focus on Digital Transformation Management.
  • Since 2018 focus on IT projects in the M&A environment: Several positions as project and workstream manager for complex IT carve-out and post-merger integration projects. In addition, experience as project manager for IT and tech due diligence projects for strategic and financial investors in various industries.
  • Prior to that, many years of experience with IT assessments, projects to optimize the application landscape and enterprise architecture, as well as software selection and implementation, mostly for medium-sized, internationally operating companies.


Work Experience

04/2022 - today

Role: Senior Manager, Digital IT Acceleration - IT M&A Team 


Tasks:

IT M&A (IT due diligence, IT carve-out, IT post-merger integration), enterprise architecture, software implementation 

  • Project manager and support for consulting companies in the above-mentioned key areas in various industries


10/2021 - 03/2022

Role: Senior Manager, Digital IT Acceleration - IT M&A Team 

Customer: Capgemini Invent 


Tasks:

IT M&A (IT due diligence, IT carve-out, IT post-merger integration) 

  • Project manager for IT post-merger integration projects
  • Expert for all IT topics related to M&A


04/2019 - 09/2021

Role: Manager, Deal Advisory - Tech Strategy

Customer: KPMG Germany AG 


Tasks:

IT M&A (IT due diligence, IT carve-out, IT post-merger integration) Activities:

  • Project manager for various projects in the IT M&A environment
  • International project environment with project teams, clients and targets and assignments in Sweden, France, Luxembourg, Sweden, Netherlands, USA, India, UK, Japan, Brazil, Spain and Portugal
  • Disciplinary management of 4 consultants and senior consultants


03/2013 - 03/2019

Role: Consultant - Manager, Risk Assurance Solutions

Customer: PwC Germany GmbH


Tasks:

IT & ERP Transformation, IT Assessments, Enterprise Architecture

  • International project assignments in France, Denmark, Great Britain, USA, Romania, Slovakia, Switzerland, Austria, Sweden


08/2009 - 02/2013

Role: Dual student 

Customer: T-Systems International GmbH 


Tasks:

IT Service Management; Travel, Transport & Logistics

  • Career entry in service and key account management for a major customer of T-Systems

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