Microsoft Germany ? Challenging PoC, cutting edge technologies: Bot & AI (current)
scope of projectThe project is about cutting edge technology in the field of Bots (next evolution after apps), Data-Insights (Artificial Intelligence) and CRM. It’s an strategic project in competition with IBM to place Microsoft technology into the relevant department at Deutsche Telekom (which is the final customer) and get a step closer to future deals.
Very challenging as the organization is currently in a change process, the project-preset was not in the best shape, and the timeline more than challenging - therefore -already in the first month- I had to deal with different escalations, team issues as well as a customer escalation as well as technology limitations…
responsibilityProject management, strategic alignment with Product-Group in Redmont, strategic expectation management

Aichelin (Asia, Beijing) ? Integration of ERP system at different locations incl. org. & process changes (2016 – 2017)
scope of projectThis current project in Beijing and Tangshan aims to turn the ongoing slow ERP implementation into success by leveraging project management and ERP implementation within the different locations and departments. Strong expectation by the European holding needs to be achieved. Therefore Chinese culture and European style has to be mixed, coaching of local ERP coordinator and management is needed. Overall a challenging project with strong deadlines but even missing clear process definitions, so both challenges must be merged as well and carried out at the same time ;-)

letter of reference
I would like to thank you very much for supporting Aichelin China in the rather difficult task of turning the ongoing multi-site ERP implementation project into a success story.

Although you had to cope with the challenge of matching the expectations of our European holding to the given circumstances here in China, I must admit that your flexible project methodology, fair-minded openness as well as your ability of establishing excellent working conditions with our Chinese staff was the right approach.
Many thanks for balancing various interests and directing the project with great personal and intercultural skills. It was a pleasure working with you. Wishing you all the very best for your future projects.
Mr. Du Shengyong, CEO Aichelin China
responsibilityProject MGMT, turnaround, processes & organizational change MGMT, workshops, IT, supplier management, coaching

SAP ? Int. program MGMT in one of the most complex uCMDB tool deployment across different BU’s (2015 – 2016)
scope of projectThe existing program (which currently starts completely new after bad reputation and slowness) gets high pressure from top level MGMT to get grip and speed up. The aim of the program is to support the infrastructure teams by implementing high class Asset- & Config-MGMT, where the latter is responsible for rollout of a new architecture of a so called uCMDB (HP Universal Configuration Management Database) into a very fragmented landscape. Different new business units like Hana Cloud, Success Factors, Ariba, Concur... needs to be onboarded. So the programm needs to be restructured, awareness has to be shifted to a positive image and highly political interest groups or the critical vendor situation needs to be managed, overall a highly political turn around program in a complex technology with lots of necessary changes how the program is managed. A big focus is the supplier quality (in this case HP) where a lot effort has to be spend.

letter of reference
Jens proofed to be the right selection to bring new spin to our global Infrastructure program. His mission was to regain trust into the program as management focus was high, streamline communication and improve planning and supplier relation. Main focus was to manage the supplier and improve project governance as this was a critical pain point; the relationship eased truly and reporting now gave predictable answers. He showed great skills in bringing forward our difficult endeavor.

responsibilityProgram MGMT, turnaround, process/collaboration improvements, organizational change, workshops, negotiations,

Deutsche Telekom ? Program MGMT in a change project, aiming at implementing more streamlined service processes (2014 – 2015)
scope of projectOptimization of e2e process from change order incl. workload optimization and correct order fulfillment supported by specific mobile software services. Implement change management and ITIL processes are part of the project

SAP ? Service- & Project MGMT to support multi-national business dep. tranform into new operation model (2013 – 2014)
scope of projectManagement of RUN activities within SAP’s Global IT division and its service providers working over different time zones (mostly Canada/US, Europe, India, China, Singapore), being counterpart for business side, push new operation model to life by effective communication to both sides (internal resistence and external dissents), project management, process improvements (e.g. currently discussing improvements of hand-over processes or SR fullfilment), financial monitoring, definition of SLA / Reporting, Escalation-Management, Supplier-Management (e.g. sourcing and integration issues with the responsible outsourcers), handling business requirements with internal and external Architects, etc.

letter of reference
I want to send you my appreciation to you for showing great collaboration, team work, and proactive communication through these few months we got to work together. You have great work ethic, are very professional, pragmatic and able to see the big picture and drive towards common goals. I speak for my team as well when I say that it has been a pleasure to work with you!

responsibilityITIL, gap-analysis & process improvements, managing in- and external architects and supplier teams, escalation mgmt, etc.

Rolls Royce ? Project MGMT Training (Level D, GPM/PMI, english ) (2013)
scope of projectExemplarily given for different other not mentioned smaller activities: Carrying out an Rolls Royce internal PM training course lasting different days to prepare participants for GPM Level D certification

TCI/MCI (Middle East, Teheran) ? IT-strategy (SSC) defin. for a privatized incumbent Telco (2012 – 2013)
scope of projectDriven by the investor the responsibility is to form in a small team (personally leading the core IT business strategy, Business/IT alignment and Governance + Transformation) the future of the IT of a formerly governmental Telco with around 36,000 employees consisting of a profitable mobile and a non profitable fixed Telco and some additional subsidiaries. The challenge is to create an understanding about the role of a centralized IT (Shared Service Center) as there are 30 fixed-line “kingdoms” united to one fixed incumbent during the project.
Esp. to define the bussines setup, governance, sourcing strategies (HR related, mergers), possible processes-improvements and financial / business planning for establishing the Shared Service Center makes this project interesting.
Overall this is a challenging strategy project with a lot of political aspects aiming to create a leading converged telco (headword: FMC, OTT-Strategies, eTOM, SID, Common Data Architecture BSS and OSS, ITIL/Cobit-Processes, Financial MGMT, Transition process, etc.) whose maturity is - similar to other incumbents worldwide – in the beginning very low.

letter of reference
Jens was part of a challenging Telco strategy project in Asia where he took over responsibility for the Core IT Strategy of the fixed line and mobile incumbents (46 mio subscriber), called TCI and MCI.
The aim was to create a comprehensive path for both totally separated IT units to be converged and to put them later in a position to offer real FMC (Fixed Mobile Convergence). Strong Business IT Alignment modeling, Innovation Guidance or Governance introduction were additional aspects of his tasks.
Even in contradiction to the already approved Business strategy of both Business units he developed a new convergent, short and long-term IT Strategy with deep implications on the Business. While having good relations with C- and Top Level Management he was able to inspire and protect his ideas. He acted with high professionalism.
From my point of view -as a principal contractor- Jens was an excellent choice for this project.

responsibilityStrategy design & implementation, definition of governance, IT alignment together with C-Level (Investor, fixed, mobile,…)

Vodafone D2 (Dusseldorf) ? Facilitator and PM in a challanging merging of Telco business units (2011 – 2012)
scope of projectIn a wholesale business departement the task is to get grip in a fast pacing project with overall around 100 FTE’s to bring both worlds (fixed net and mobile) together to establish a “convergent customer view” including all necessary relations, business rules, holistic commissioning, provisioning, etc.
This is a highly political turnaround project where internal resistance has to be managed as well to lead the supplier or negotiate alignments with the internal centralized Vodafone IT. In addition a new CRM system will be implemented and yearly comission fees needs to be calculated, so the pressure is high as other parallel projects going on as well.
(BTW: the reference says it was an important business critical and first ever “in time” project for this business division)

letter of reference
As a short preface I want to mention the importance of "in time completion" of this highly business-critical Vodafone Enterprise project (one of the biggest and first in time projects at VF-EP).
As a PM Jens steered the "Converged Customer" project even in critical situations in a well-organized way. He possesses the ultimate "can do" attitude while taking on all tasks with positive energy. The flexibility, leadership quality and ability to convince people are worth particularly to mention. He did an excellent job.
It would be great to work with Jens again, I wish him all the best for the future.

responsibilityTurnaround project, project MGMT, negotiation, escalation MGMT, chairing allignment workshop, supplier mgm

Vodafone D2 (Eschborn) ? Outsourcing contract preperations and negotiations (2011)
scope of projectIn the challenging process (under time pressure) of preparing a big outsourcing contract to transfer the whole internal development departement to some of the typically well known IT blue chips the task is to manage the alignment of the different internal/external stakeholders from the different VF-departements. This means to lead, assist and consult during the defintion of the service catalogs, carry out allignment workshops, consolidate pricing books, etc.

letter of reference
Jens was helping out in the process of defining a quite big Vodafone outsourcing contract (HP/IBM).
He was able to integrate fast and prepare and guide us trough the different meetings.
His personal style can be desdribed as professional (related to contract, law, SLA, …) and good negotiator.
Would definitively recommend him again.

responsibilityNegotiate, escalation management, chairing allignment workshop, contract management, time management

HP (US) ? Crisis & turnaround MGMT, program & transition MGMT, different strategic projects, deal size: up to 45 Mio USD (2010)
scope of projectAs member of a small worldwide task force unit within a very complex changing organization the aim of this unit is to prepare big strategic sales (holistic deal management: RFI/RFP, TCO-Assessment, technically, organizational, processes) and transfer those to the delivery units; in addition different rescue operations are part of my assignments.
Typical customer sizes are e.g. Departement of Work and Pension UK = largest public service in UK, SNAM/Retegas Italy = top5 EMEA oil company, Nokia-Siemens-Network or different national/international Telcos (Orange, WIND,…), etc.

letter of reference
I've been impressed by Jens capabilities . - keeping calm under stress in challenging international project - communicating effectively to top management - skills in designing organizing controlling a big project in a structured way , both from technical and economics point of view - ability in summarizing and present - reliability and solid cooperation . No doubts to recommend him . (SNAM Retegas, Italy)
letter of reference
Jens has been working with me in a migration project, his function was project manager. In this function, Jens had the difficult task to align a wide spread team of engineers with the customers demanding R&D department. In addition he had to take controll on time-lines and budgetary topics. He did that with great focus and skill. I would be happy to work with Jens again in this kind of project. (Nokia Siemens Network, Munich/Berlin/Finland)

responsibilityProgram MGMT, deescalate crisis situation on top management, funding, resource allocation (US/India/Romania/Europe)

…and a lot of other projects in the past, e.g.
§ Deutsche Telekom - subsidiary ? responsibility for whole outsourced Non-SAP, Transition & Service MGMT (ITIL), Vendor-MGMT, projects
§ o2/Telefonica ? fixed net, IT-audits, ITIL, process improvem., major escalation handling (tier one), program MGMT, management coaching
§ WIFONE ? strong negotiations with Koreans about VoWLAN (cutting edge at this time), local regulations, strategy, market, business case
§ and a lot of Telco projects during time at Siemens Consulting, e.g. one of the first SIP trunkings and site networkings, etc.