06.01.2026 aktualisiert

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Project Manager & Entrepreneur | Digital Transformation in Life Science and Healthcare

Berlin, Deutschland
Weltweit
Strategic Management M.Sc.
Berlin, Deutschland
Weltweit
Strategic Management M.Sc.

Profilanlagen

250312_CV_Jan Kroschinski_EN.pdf

Skills

InnovationKünstliche IntelligenzUnternehmensberatungBusiness ModelGeschäftsplanUnternehmenstransformationChange ManagementDigitalisierungPharmakovigilanzEhealthGesundheit und Sicherheit am ArbeitsplatzMedizinische VersorgungProjektmanagementNeue UnternehmungenPharmazieScrumBlockchainInnovationsberatungSoftware-ImplementierungStakeholder ManagementIdeenfindungPharmazeutischen EntwicklungDigitalstrategieGXP
Project Management
Extensive experience in managing complex projects with a focus on life science and healthcare, including digital transformation initiatives, (GxP) software implementation and venture development.
I ensure that digital initiatives are delivered on time, within scope, and that they are supported by all relevant stakeholders.Skilled in Agile, Scrum, and traditional project management methodologies.

AI Strategy & Implementation
I guide businesses in adopting AI with a clear strategy and seamless execution. From strategy to implementation, I ensure AI drives real business value.

Digital Transformation
Expertise in guiding businesses through digital transformation processes, from ideation over implementation to post-launch support. Strong ability to align digital strategies with business objectives.

Innovation Strategy Consulting
Well-versed in emerging technologies such as AI and blockchain, and their applications in life sciences and healthcare. Skilled in identifying and leveraging the latest technological advancements to drive business results through innovation.

Venture Building & Go-to-Market
Proven track record in founding and scaling startups and business units, with a focus on digital business models. From initial concept, over validation to implementation, I turn ideas into scalable businesses, providing strategic and operational guidance throughout the entire venture-building process.

Change Management
Extensive experience in leading organizations through digital and structural change, ensuring smooth transitions and high adoption rates. Proven ability to design and execute change management strategies that maximize the long-term success of digital transformation and venture-building initiatives.

Stakeholder Management & Leadership
Adept at managing cross-functional teams, aligning diverse stakeholders, and driving collaboration across business units, regulatory bodies, and technology teams. Strong communicator and negotiator.

Life science and healthcare expertise
Deep understanding of the pharmeceutical and healthcare industries, incl. GxP requirements for IT systems. Experience working with regulatory frameworks (e.g., FDA, EMA, MDR), ensuring compliance in digital health and software-driven solutions

Erfahrung

Berufserfahrungmehr als 10 Jahre
Freelancer seit2018

Sprachen

DeutschMutterspracheEnglischverhandlungssicher

Projekthistorie

Pioneered agentic AI process automation for an occupational health and safety company

Sonstiges

10-50 Mitarbeiter

Problem:
The German OHS client needed to enhance efficiency and reduce costs by automating repetitive processes, particularly in customer service and scheduling, while maintaining service quality.
Action:
Implemented a customer service voice agent for instant inquiry responses and an AI-powered scheduling agent to automate bookings and optimize resource allocation. Additionally, introduced AI tools for content generation and client communications to improve accuracy and free staff for higher-value tasks.
Result:
The automation solutions significantly reduced costs, improved service quality, and enabled business growth without the need for additional staff.

Sabbatical

Singularity Ventures

Internet und Informationstechnologie

< 10 Mitarbeiter

Implemented Veeva Vault Safety as global safety database (GxP) for a pharmaceutical company

Global pharmaceutical company

Pharma und Medizintechnik

5000-10.000 Mitarbeiter

Problem:
To streamline their technology platforms, the client wanted to introduce Veeva Vault Safety as their new global Safety Database and migrate all existing data to it. The scope included requirement elicitation and configuration, system validation, data migration and change management.
Action:
I acted as project manager for the client, coordinating internal team members and external vendors. This included project planning, PMO and constant communication with all stakeholders, from C-level executives to end users. I successfully navigated challenges, such as replacing a vendor to maintain project quality. Finally, I provided operational support such as designing and validating a compliant affiliate model for the database.
Result:
Despite many challenges, the fully validated safety database went live after 1 year without any disruption to the daily business. All data was migrated successfully and it passed the internal audit. Pleased with the results, the client asked for a follow-up project to further optimize database operations.

Led the establishment of German operations for a VC-backed startup

VC-backed startup

Internet und Informationstechnologie

500-1000 Mitarbeiter

Problem:
The multinational automotive client wanted to introduce a consumer-focused digital product into the German market. For this reason, I was tasked to first validate the market and prepare the executive decision for a potential entry. Afterwards, the client asked me to lead the expansion to Germany.
Action:
I conducted a comprehensive market analysis of Germany, identifying key assumptions and unique characteristics. Based on these findings, I recommended market entry to management. Subsequently, I was appointed as interim manager to oversee the market entry process. My responsibilities included establishing local operations, contracting service providers, implementing effective governance between local operations and headquarters, and ensuring accurate product localization.
Result:
The C-level approved the German market entry plan. We launched the business on schedule, and seamlessly transitioned operations to the new team after go-live. The business continues to operate successfully today.

Revised project management best practices for IT in pharmaceutical R&D

Multinational pharmaceutical company

Pharma und Medizintechnik

5000-10.000 Mitarbeiter

Problem:
The client encountered challenges with the frequent changes to project management procedures and best practices, which were not consistently documented. Existing documentation was either scattered across the organization or missing altogether. To address this, they sought to establish a centralized repository of best practices, aiming to streamline the onboarding process for new team members, ensure compliance with up-to-date procedures, and enhance overall project management efficiency.

Action:
I gathered, reviewed, and organized all available documentation, mapping the relevant processes accordingly. Given the numerous discrepancies, I conducted interviews with key stakeholders to gain clarity on the intended execution of these processes. Additionally, I researched and incorporated best practice recommendations based on my expertise and insights from expert interviews. All documentation was compiled in Confluence to ensure ease of reference and seamless updates.

Result:
The project management database in Confluence has been established as the standard resource for onboarding new project managers. The PMO team regularly updates it to maintain its relevance. As a result, it now serves as the single source of truth for R&D IT project management across the organization.

Streamlined the Automation program (RPA & AI) for a Fortune 500 pharmaceutical firm

Fortune 500 pharmaceutical company

Pharma und Medizintechnik

>10.000 Mitarbeiter

Problem:
A pharma Fortune 500 firm founded an in-house center of excellence for Automation (RPA & AI) in order to empower employees with task automation. However, despite the automation platform being live for a while, it had low visibility and user satisfaction. Hence, the client tasked me to find ways to boost adoption and user experience.
Action:
I conducted a short analysis that concluded the CoE had a technically strong team but struggled with communication and priorities, leading to significant delays of high value projects. Together with the CoE, I designed and implemented a scalable operating model incl. transparent governance and demand management. In addition, I established a decentral automation champion program within the organization, supported by communication materials, meetups and a knowledge platform.
Result:
Rather than the CoE having to push for more platform users, independent user requests (pull) have risen sharply and continue to grow. The demand management and implementation processes now prioritize high-value projects, resulting in faster execution and higher impact. Overall, leadership and user satisfaction with the CoE have risen dramatically.

Transformed customer service operations of a medical equipment firm (incl. service desk implementation)

Medical equipment firm

Pharma und Medizintechnik

10-50 Mitarbeiter

Problem:
The client experienced a significant surge in demand for medical masks due to the COVID-19 pandemic. As a result, their Customer Service Operations were overwhelmed by a sharp increase in inquiries, leading to extended response times and growing customer dissatisfaction, putting their largest client relationship at risk.
Action:
I addressed the issue by tripling the team size with temporary staff to manage the immediate influx of queries. Simultaneously, I selected, implemented and configured a new customer service software to optimize workflows and introduce automation, doubling productivity per team member.
Result:
The expanded team successfully managed the increased volume of inquiries, ensuring the retention of the client’s largest account. Additionally, the new software solution enabled the team to process double the number of requests with the same staffing levels, significantly improving long-term efficiency.

Validated business models for non-emergency medical transportation (NEMT)

Venture Capital

Pharma und Medizintechnik

10-50 Mitarbeiter

Problem:
The client wanted to analyze the market for non-emergency medical transportation (NEMT) and explore related business models with the goal to ideally create a new business in this market.
Action:
In conducted research and lead expert interviews to identify promising market segments and to estimate the effective market size. Based on the market analysis, I've created a variety of business model ideas and prioritized them according to their potential and feasibility. To validate the most promising idea, I outlined the main hypotheses for success of the business model and set up a minimum viable product (MVP) to test the most critical assumptions.
Result:
Within 3 months, the project progressed from market analysis and business model ideation to building and testing an MVP. While demand for the product was validated, the supply proved insufficiently scalable, leading to the decision to halt further development and save millions in potential investment.

Established German operations for a multinational telehealth company

Global telehealth company

Internet und Informationstechnologie

500-1000 Mitarbeiter

Problem:
The client sought to enter the German telehealth market and explore opportunities within the occupational health and safety (OHS) sector. Their goal was to assess the market and potentially acquire a company in the OHS field as part of their market entry strategy.
Action:
As a member of the management team driving the German expansion, I established the telehealth operations from the ground up, including operations design and recruitment. Additionally, I conducted a comprehensive analysis of the OHS market, identifying key segments and recommending tailored service offerings for different customer groups. Following the acquisition of an OHS company, I led the digital transformation of its existing operations.
Result:
We successfully launched CE-certified and compliant telehealth operations in partnership with a major hospital chain. Furthermore, the C-level team proceeded with the OHS company acquisition, leading to a 50% revenue growth and a 40% reduction in operating costs within just six months.

Portfolio

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