• projectmanagement and -organisation
• organisational development and change managemnent
• systemic consulting
• process analysis, conceptual design, solution architecture
• evaluation and analysis of digitalization solutions within HR,
• moderation and workshop instructor
• help to structure things
• translate tech talk into colloquial
• apply creative work methods
• draw pictures when it gets complicated
• condense 30 slides into one
• work with smart people on even smarter solutions
Dr. phil. (PhD) - University of Hildesheim, Germany (2014)
Masterdegree M.A. Organization Studies - University of Hildesheim, Germany (2004)
State Exam (L3) - Joh. Wolfgang Goethe University of Frankfurt, Germany & University College Galway, Ireland (1998)
i/Con GmbH: SAP HCM Senior Consultant
Datagroup: SAP HCM Senior Consultant
ConPIT: Managing Director
ByteControl Systemberatung GmbH: SAP HCM Consultant
Nestlé Deutschland AG: HR Specialist
Marriott Hotel Frankfurt: Works Council Secretary
SAP Certified Application Associate - SAP SuccessFactors Employee Central
SAP/R3 Certified Application Consultant Human Resources
WBS Training: Consultant Human Resources
Function: Internal project lead
Duration: 1 years (+5 months evaluationsphase prior to project start)
Industry: control valve engineering company based in Germany.
Full-cycle implementation of SAP HCM on-premise Payroll, Time Management, Administration, Organisation Management and a cloud-solution to administrate apprenticeships.
Prior to the implementation project, I managed and organized the entire market analysis and evaluation process of external service partners and cloud-solutions.
The implementation project successfully completed in time & budget.
Function: Functional solution lead
Duration: 1,5 years
Industry: Oil and gas company based in Norway
Full-cycle implementation of SAP on-premise Talentmanagement realizing web-based 90°/180°/360° appraisals and MbO-processes worldwide.
Initially, I reduced the existing 400-page powerpoint process description to one graphical overview that was at the end globally used as a high level introduction to all managers involved.
Function: Technical project lead
Duration: nearly 3 years
Industry: Armed Forces
Implementation of a SAP on-premise Learning Solution together with an external Java-based graphical tool to plan, organise and administrate all army internal trainings programs and cources.
The requirement was to break down the training planning to a one-hour basis - even for 4- or 5-years training programs. We were challenged to cope with mass data overflows that reached even SAP capacities.
This comprehensive manual is the perfect companion for everyone involved in the self-service project! You will learn which requirements your system landscape must meet in order to use employee and manager self-services and which interactions exist between ESS / MSS and other SAP modules. Using a detailed example, you will learn step by step how to create an ESS / MSS scenario. Customizing is also explained in detail. Of course, important issues such as permissions and practical application are not neglected.
Implementations of ERP-systems are highly complex and critical projects in organizations. Since the early 1990ies it has been continuously reported that such projects often fail.
Corresponding studies try to analyze potential reasons and settings of failed ERP-implementations (the so called "Critical Success Factors"). At large, the studies on critical success factors refer to symptoms without analyzing the complex inner project-life as such.
The study at hand basically points to aspects of individual and organizational learning to discover more sophisticated explanatory models on potential problems and peculiarities of such projects. Results of qualitive case studies allow new and unusual insights to fields of organizational practices that have been relatively unknown so far in the context of ERP-implementations.
It is described amongst others, how learning processes could lead to partially paradox organaizational models and how closely IT-based and organizational change- and development-processes are linked to each other.
„Sensemaking involves turning circumstances into a situation that is comprehended explicitly in words and that serves as a springboard into action“