Interims-Manager, Interims-CIO, Transformation, Projektleitung, IT M&A (DD, Carve-Out, PMI)

Interim-Manager (vacancy):
Stabilizing and improving daily operation / provider management / team
coordination and guidance / project support (infrastructure modernization,
upgrades and refreshes, ramp-up new construction sites) / business
relationship management / escalation point and management
communication

Permanent Employment:
7+ members of staff (project teams up to 250+ members), reporting to the
Vice President IT Enterprise PMO and Strategy

Main Responsibilities:
* Closely partnering with Senior Executives and the Corporate
Development Office to evaluate M&A targets and prepare upcoming
new M&A transactions.
* Managing and driving all IT efforts for a portfolio of strategic M&A
transactions throughout all deal phases from due diligence to closing,
transition services phase and TSA exit.

IT Legal Entity Separation - Automotive Division Spin Off
$17 bn business, 90,000 employees, 200+ manufacturing sites and
engineering centers; project budget $36 m, period 08/2015- 08/2016

* Developed an "industrialized conversion approach" to enable waves
of up to 20 parallel system migrations over each month-end close.
Effected 8 different ERP environments combined with 7 different
shop floor systems across 13 countries.
* Defined processes for system and data cleanup to enable smooth
execution at migration. Developed and communicated training plan,
established progress reporting and management dashboard.
* Successfully completed migrations for 85 production plants plus >200
non-production ledgers globally with no business disruption; majority
of plants with ongoing, critical "JIT" (just in time) operation.

IT carve out - Johnson Controls Automotive Interiors
$3.5 bn business, 16,000 employees, 40+ manufacturing sites and
engineering centers; project budget $16 m, period 07/2014- 07/2015

* Defined and set up the project structure and processes for all IT
workstreams, >250 project members plus ext. consultancy
* Developed and negotiated Day1 scenario, transition strategy and
services, data book, disposition of applications and licenses
* Executed full legal entity separation in multiple waves of system
conversions (ERP, shop floor) without any business disruption
* Defined Transition Service Agreement (TSA) and service pricing, set
up service delivery model continuous operation post Day1
* Successfully separated the entire IT landscape to enable the creation
of a new $8.5 bn joint venture with Yanfeng (China)

Permanent Employment:
Up to 100 members of staff (direct/ functional), reporting to Group VP &
General Manager Global Electronics and Group VP IT Automotive.

Main Responsibilities:
IT leadership for the division with approx. $1.5 bn in turnover, around 5,000
employees globally, manufacturing and engineering sites in France (2),
Germany (3), Bulgaria, Tunisia, Slovakia, Macedonia, USA (Michigan),
Mexico, Brazil, China (5), India (2) and Japan.

Systems & Processes:
* Business liaison, building trust with the senior leadership team;
defined the IT strategy and project roadmaps for the business unit
* Harmonized and standardized business processes as a prerequisite
for developing and successfully deploying one single, fully
standardized global ERP template (MFG/Pro and SAP)
* Selected and rolled out MES (iTac) globally for shop floor process
control and traceability along SMD production lines
* Standardized engineering systems and toolchain for mechanical
(CATIA), hardware (Mentor Graphics, DMS) and software engineering
* Implemented ALM - Application Lifecycle Management for 1200+
software engineers (Serena)
* Successfully completed a wide range of footprint and infrastructure
projects globally, e.g. plant modernizations and upgrades, greenfield
setups (Engineering Center India), integration of new JV's (China,
India), HD video capabilities

People & Organization:
* Led culturally divers and distributed teams, managed virtual support
structures, realized synergies by leveraging internal LCC footprints
and offshore services
* Established a strong functional leadership position by enclosing
teams around the globe and building trust with senior operations
leaders and plant managers
* Created a truly global mindset, closely integrated central and local
teams, implemented and enforced strong continuous improvement
principles, sharing best practices and lessons learned
* Introduced operational KPI's and management dashboard within IT,
providing global visibility and benchmarking capabilities around IT
performance, security status and critical capacity parameters
* Implemented a global shop floor IT organization as a prerequisite for
supporting the Industry 4.0 strategy (MES rollout)

Commercial Synergies:
* Optimized software asset management and licensing by consolidating
global licenses into central license pools and maintenance contracts
* Realized global synergies by implementing central vendor and service
provider management and governance
* Post-merger IT integration of companies acquired by Johnson
Controls to form the Automotive Electronics business (SAGEM,
France and BORG Instruments, Germany). Realized high level IT-
synergies by fully integrating acquired companies, footprints and IT
teams

Permanent Employment:
20+ members of staff (direct/functional), reporting to the VP IT Automotive
Europe.

IT leadership for 9 manufacturing plants in Germany and France (JIT "Just in
Time" Seating, Interiors, Seating Components), promoting and executing a
central IT strategy, IT project management, c entralized and consolidated
locally hosted ERP systems into the in-house European Data Center.

Permanent Employment:
20+ members of staff (direct/ functional), reporting to the General Manager
Foam Business Unit and VP IT Automotive Europe

IT leadership for the business unit with manufacturing and engineering sites
in Europe (France, Germany, Austria, Slovenia, Portugal, UK)
* Harmonized processes and (re)implemented standardized ERP
template (MFG/Pro, QAD) at various manufacturing plants
* Developed highly configurable barcode scanning solutions for plant
operations, fully integrated with a standard ERP template
* Significantly improved inventory accuracy by automating and
securing (poka-yoke) transactions from receiving throughout
production and shipping
* Completed various infrastructure projects