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Success Studies
These are the projects, that were challenging, complex and very rewarding.
Upgrading a NATO Partner Facility under AQAP
Situation:
A family-owned technology company specializing in integrated systems for data-driven crisis prevention faced critical delays in a plant engineering modernization program.
Task:
Taking over the interim project management role for a recently activated contract with a European client.
Activities:
- Verifying Budget Estimates, Specifications, BOMs, and Timelines
- Defining Project Structures, Plans, and Quality Processes using tools like Confluence, Jira, and Aras
- Coordinating external suppliers and diverse stakeholders
- Managing the AQAP Certifications and NSN allocation requirements
- Escalation Management
- Claims Prevention Management
Results
- Delivered a structured and transparent project
- Ensure Compliance with regulations
- Satisfied customer
Role: Project Manager for 14 Team Members
Carve-Out Management at an international Pharma Company, DE/CH
Situation:
The client, a mid-sized pharmaceutical company, bought 3 production sites in December 2021 from an international global pharmaceutical firm, a highly centralised firm, to integrate them by 02/2023.
Task:
Taking over the already running carve-out IT program management for 3 work-streams with initially 25 IT systems (Quality/GxP systems, hr systems, and finance systems), 3 months after “day 1” with 8 months remaining.
Activities:
- Established integrated schedules with 15 project managers across 3 workstreams
- Consolidated 25 IT systems into 15 streamlined projects within the workstreams
- Reviewed and aligned HR processes, including Payroll, Talent Management, and SuccessFactors
- Conducted comprehensive contract reviews with external service providers
- Provided coaching and guidance to 12 project managers on integration methodologies
- Executed stakeholder and escalation management between Corden Pharma and CSL Vifor
- Coordinated Quality/GxP, HR, and Finance system transitions with regulatory compliance
Results
- Delivered a structured and transparent carve-out program within an 8-month timeline
- Successfully integrated 3 production sites
- Maintained 100% regulatory compliance throughout system transitions
- Secured follow-up engagements for msg, demonstrating exceptional client satisfaction
- Achieved seamless operational continuity across all three work-streams
- No business disruption during critical system transitions
Role: Project Manager for 3 Workstreams; individual budget: 170k euro; team size: 15
Organisational Transformation and PMO at a global Engineering Company, DE/DK/IN
Situation:
The client assessed the outsourcing possibilities of all its activities to meet performance improvement objectives. The aim was to outsource 80% of all operational activities and transform a traditional IT organization into an agile organization.
Task:
- Establishment of a PMO office and bi-weekly reporting of 36 products, supporting the change management product.
- Support the IT leadership team during the organizational transformation
Activities:
- Designed and moderated a 2-day hybrid kick-off workshop with 56 global IT leaders using the SAFe methodology
- Established PMO office with a bi-weekly reporting structure for 36 parallel projects
- Implemented a comprehensive Change & Transformation Strategy aligned with outsourcing objectives
- Facilitated leadership and change management team coordination across global locations
- Developed a global project governance framework for 80% IT outsourcing initiative
- Created an adaptive change and communication approach to engage employees during transformation
Results:
- Achieved smooth, efficient, and transparent program oversight across 36 projects
- Successfully identified dependencies, change risks, and impediments through the SAFe workshop
- Delivered a comprehensive transformation strategy supporting 80% IT outsourcing goal
- Established a sustainable project governance framework for ongoing operations
- Created high employee engagement through an adaptive change management approach
- Provided clear program visibility for executive decision-making
Role: Engagement Manager; msg budget: 700k euro; team size: 10; method: SAFe & Prosci ®
Roll-Out Turnaround in an international Pharma Company, Europe/US/JP
Situation:
The client intended to implement the core ITIL modules of ServiceNow based on core processes defined in Japan, but adapted to European requirements with regard to GAMP5.
Task:
- taking over the project management role 6 weeks before the intended roll-out.
- Aligning the software development approach (scrum) to the GxP validation processes and requirements of the client.
Activities:
- Implemented immediate project assessment and placed roll-out on hold to prevent failure
- Executed comprehensive escalation and stakeholder management across Japan, the US, and Europe
- Redesigned roll-out planning with a 6-month timeline adjustment for compliance requirements
- Ensured GxP and GDPR compliance integration throughout the implementation process
- Secured workers council approval through structured engagement and documentation
- Facilitated global alignment of new GxP-compliant IT Change Management processes
- Coordinated Scrum development approach with waterfall GxP validation requirements
Results:
- Achieved the fastest workers council approval in the company's history
- Delivered the fastest IT roll-out of a global solution in European operations
- Successfully aligned agile development with strict GxP validation processes
- Established a new service offering for msg in S/4 projects
- Secured a 5-year framework agreement demonstrating exceptional value delivery
- Maintained 100% regulatory compliance while meeting an accelerated timeline
- Transformed potential project failure into an organizational success story
Role: Project Manager; individual budget: 750k euro; team size: 10; method: scrum and waterfall for GxP documentations