Portfolio
Project management
Integrated functional and
IT project management
(classical and agile)
Coordination
of interdisciplinary
interfaces
Program management
Transformation
Set-up & reorganization
of departments and
structures
Outsourcing & process
relocation to shared
service centers
Change management
and communication
of departments and
structures
Outsourcing & process
relocation to shared
service centers
Change management
and communication
Processes
Increasing the efficiency
of finance and customer
service processes
Documentation of
existing and new
processes
Digitalising administrative
processes
of finance and customer
service processes
Documentation of
existing and new
processes
Digitalising administrative
processes
Concepts
Documenting &
optimizing existing
processes and systems
Developing functional
and process
concepts
Reconciling integrated
data concepts
optimizing existing
processes and systems
Developing functional
and process
concepts
Reconciling integrated
data concepts
IT systems
Requirements
engineering
(Product owner)
Software
implementation &
enhancement
Software selection
engineering
(Product owner)
Software
implementation &
enhancement
Software selection
Portfolio
Project management
Integrated functional and
IT project management
(classical and agile)
Coordination
of interdisciplinary
interfaces
Program management
IT project management
(classical and agile)
Coordination
of interdisciplinary
interfaces
Program management
Transformation
Set-up & reorganization
of departments and
structures
utsourcing & process
relocation to shared
service centers
Change management
and communication
of departments and
structures
utsourcing & process
relocation to shared
service centers
Change management
and communication
Processes
Increasing the efficiency
of finance and customer
service processes
Documentation of
existing and new
processes
Digitizing administrative
processes
of finance and customer
service processes
Documentation of
existing and new
processes
Digitizing administrative
processes
Concepts
Documenting &
optimizing existing
processes and systems
Developing functional
and process
concepts
Reconciling integrated
data concepts
optimizing existing
processes and systems
Developing functional
and process
concepts
Reconciling integrated
data concepts
IT systems
Requirements
engineering
(Product owner)
Software
implementation &
enhancement
Software selection
engineering
(Product owner)
Software
implementation &
enhancement
Software selection
Especially in complex and unclear situations, it is crucial to have a holistic project manager who – instead of someone who just floats high above the ground like a helicopter pilot – has a deep understanding of both functional as well as IT matters. A project manager who is a man of action, actively pushes requirements and concepts and ensures the quality of the new processes. That is why I am acting in a dual capacity as both project manager and consultant, so that you get all the necessary expertise for your success from a single source.
If you have any questions, I’d love to answer them personally. Please reach out.
Alexander Kemmer
AK@conAK.de
Roles
I am your…
Information refiner
Information refiner
You have the expertise – I bring the structure. I supply the meta skills that make your team use their knowledge that much more effectively. I give your staff the framework to fit their ideas and requirements into, so that the subsequent departments, your IT and your partners can use them in a goal-oriented and efficient way. I control the quality of your requirements and I make sure that they are unambiguous and coherent. I transform your business knowledge into working processes to make your operations run smoothly.
Right-hand man
Right-hand man
The most important benefit an interim manager can give you is a sound sleep. You are looking for someone whom you can trust implicitly. Someone of whom you know: if I do not hear from him, everything is running smoothly. Someone who acts independently and pushes the project forward. Someone who gives you crystal clear decision memos and notifies you in time about potential challenges and pitfalls. Someone who acts as your right-hand man and takes a weight off your shoulders. Being that someone is the standard I hold myself to.
MacGyver
MacGyver
Is your challenge rather broad and still somewhat vague? Do you need a generalist who can handle any and all situations, someone who can speak both the language of the functional teams as well as of the IT, a partner who can communicate with the staff just as easily as with top management? Are you lacking someone who pushes the content work at a detailed level and simultaneously can report succinctly to top management? Are you in need of someone who rapidly and reliably can distill a clear goal and a structured course of action from a multitude of diffuse problems and ideas? If so, there is a big chance we will match well.
Translator
Translator
“Dear IT, there’s something I need of you.” – “Okay, give me requirements.” – “Great, what do you need to know?” – “Well, it’s up to you to know what your requirements are?!”
If this sounds familiar, it is very likely your various teams have both the functional expertise and the willingness to turn the project into a success, but they just speak different languages. You need a translator that understands both worlds and can build bridges. You need someone that presets clear structures. You need someone that can assess the feasibility of proposals and the validity of objections. Allow me to help you out.
Organiser
Organiser
At the apex of a project, to the project manager the situation sometimes feels like sitting in the middle of a circle. All stakeholders are sitting around him and throwing colored balls with all their ideas and issues at him at the speed of light as they do not know where else to turn. Those are the situations in which I thrive. Your experts bring the detailed knowledge about your goals and your business and let those balls fly. On my swivel chair in the center, I catch all your ideas, structure and assess them and then reliably address them to their proper recipient right on time. Keeping a level head and being the navigator that safely guides your ship through the storm is what I am passionate about.
Coach
Coach
The success of a measure is not determined solely during the project itself. To a significant degree, it depends on whether your employees have truly understood and accepted the new processes and systems. And even if they do, there is so much more untapped potential. In the best of cases, your employees have learned new ways of working and communicating during the project, as well as more efficient self-organization techniques. That is why transferring knowledge is an essential part of my work.
Core Competencies
What
Increasing efficiency.
Connecting silos.
Enhancing skills.
Increasing efficiency.
Connecting silos.
Enhancing skills.
My aim is for you to be able to work faster, smarter and more error-free – both during the project as well as in your daily operations afterwards. I will show you how to work more efficiently. I will help you to combine the knowledge and the processes of your various departments into a harmonic overall operation. I will train your staff to use their potential in a more targeted way. And by doing that, I will make sure you will profit from my work long after the end of my mission with you.
How
Creating transparency.
Setting up structures.
Optimizing processes.
Creating transparency.
Setting up structures.
Optimizing processes.
You do not need extra functional expertise – your organization has enough of that already. What you are likely lacking is full transparency and a truly efficient structure that allows your employees to be productive the entire day instead of working themselves to the ground with reconciliations and troubleshooting. I bring you clarity through efficient project reporting and unequivocal communication. I create sustainability and predictability by introducing clear and comprehensive structures. And I increase your productivity through lean and faultless workflows.
By what
Clear communication.
Clear values.
Clear responsibilities.
Clear communication.
Clear values.
Clear responsibilities.
Trust is based on reliability. Clarity begins with personal action – I can only implement for you what I exemplify myself. You can trust that I will give you an honest and open assessment of the project status and team culture at any time. You can always rely on me to lead the way and practice the clarity that I preach. You can rest assured that each team member will know their tasks at any time. That way, you’ll always know what the current status is and which opportunities, challenges and decisions are coming up.
International
Business fluent in German, English, French
Lived in Belgium, France, Germany, Indonesia, Italy, Spain, USA
Fluent in Dutch, Spanish
Trilingual studies in Belgium, France, Germany, The Netherlands
Work experience in France, Germany, The Netherlands
Bilingual German-French high school diploma
Project management of teams in Austria, Belgium, Brazil, India, Poland, Sweden, UK, USA
3 world tours,
travels to 48 countries
travels to 48 countries
References
Optimizing the billing system for a Telco operator
| Objective: | Upgrade and bug fixing of a billing system |
| Challenge: | Due to the sudden bankruptcy of the previous system provider a new billing system had to be implemented at very short notice without any process documentation using a software provider without any experience in billing systems. The objective of this optimisation project was to fix the resulting bugs and design and implement the missing functionalities. |
| Approach: | Documentation and optimisation of all finance processes in the areas of billing, payment, dunning, fraud control and controlling. Identification of the faulty software processes. Implementation of bug fixes and new features using the agile SCRUM methodology. |
| Activities: |
|
| Result: | More than 80 features and reports were bug fixed, enhanced or newly implemented. The performance of major system components was improved several times over. The operational and systemic finance processes as well as the adjacent customer service processes were optimised and a system map of all processes compiled. |
Optimizing the billing system for a Telco operator
| Objective: |
| Upgrade and bug fixing of a billing system |
| Challenge: |
| Due to the sudden bankruptcy of the previous system provider a new billing system had to be implemented at very short notice without any process documentation using a software provider without any experience in billing systems. The objective of this optimisation project was to fix the resulting bugs and design and implement the missing functionalities. |
| Approach: |
| Documentation and optimisation of all finance processes in the areas of billing, payment, dunning, fraud control and controlling. Identification of the faulty software processes. Implementation of bug fixes and new features using the agile SCRUM methodology. |
| Activities: |
|
| Result: |
| More than 80 features and reports were bug fixed, enhanced or newly implemented. The performance of major system components was improved several times over. The operational and systemic finance processes as well as the adjacent customer service processes were optimised, and a system map of all processes compiled. |
Strategic reorganisation for a public sector IT service provider
| Objective: | Creation of a new functional organisational structure |
| Challenge: | In a public sector environment heavily resistant to change, 3 years after a fusion of two sites that had been executed on a legal level only, all departments and processes needed to be harmonized and modernized in their entirety and the organization converted from a product-oriented to a functional one, while all job profiles had to be reworked and the customer service completely redesigned. |
| Approach: | In-depth analysis of all products, services and processes as well as the respective IT tools and underlying IT infrastructure, broken down by full time equivalents. Creation of a target organisational structure and a role matrix for the future classification of job profiles. Elaboration and optimisation initiatives for the implementation phase. |
| Activities: |
|
| Result: | Within 10 months, an FTE-based products/services matrix, a process catalogue and a responsibility matrix for all IT services were drawn up, based upon which a new functional organisation and job classification matrix down to team level were defined and approved, and the piloting of the new structure was initiated. |
Strategic reorganisation for a public sector IT service provider
| Objective: |
| Creation of a new functional organisational structure |
| Challenge: |
| In a public sector environment heavily resistant to change, 3 years after a fusion of two sites that had been executed on a legal level only, all departments and processes needed to be harmonized and modernized in their entirety and the organization converted from a product-oriented to a functional one, while all job profiles had to be reworked and the customer service completely redesigned. |
| Approach: |
| In-depth analysis of all products, services and processes as well as the respective IT tools and underlying IT infrastructure, broken down by full time equivalents. Creation of a target organisational structure and a role matrix for the future classification of job profiles. Elaboration and optimisation initiatives for the implementation phase. |
| Activities: |
|
| Result: |
| Within 10 months, an FTE-based products/services matrix, a process catalogue and a responsibility matrix for all IT services were drawn up, based upon which a new functional organisation and job classification matrix down to team level were defined and approved, and the piloting of the new structure was initiated. |
Implementing a HR master data management tool in the Steel industry
| Objective: | Introducing a global master data management process for HR org management master data |
| Challenge: | Within the context of a massively complex global outsourcing program, a project to set up a centralized HR org management master data management process that was 9 months behind schedule had to be fully set up and rescoped from scratch, the service operating model and all processes and tools redesigned and a final IT architecture designed. |
| Approach: | Complete rescoping of the project with the HQ HR function, Global Shared Services and the various IT departments involved. Design of a multilingual, decentralized service operating model. Full overhaul of the tools used and the respective training materials. Development of an integrated target process for all parties involved. Specification of a web front end. |
| Activities: |
|
| Result: | The revised scope was agreed with all stakeholders and an efficient project organization created. All processes and systems and the respective training materials were redesigned from scratch. A web front end with full integration into the ticket system was fully specified. The new service operating model and processes were launched on time in 4 countries. |
Implementing a HR master data management tool in the Steel industry
| Objective: |
| Introducing a global master data management process for HR org management master data |
| Challenge: |
| Within the context of a massively complex global outsourcing program, a project to set up a centralized HR org management master data management process that was 9 months behind schedule had to be fully set up and rescoped from scratch, the service operating model and all processes and tools redesigned and a final IT architecture designed. |
| Approach: |
| Complete rescoping of the project with the HQ HR function, global shared services and the various IT departments involved. Design of a multilingual, decentralized service operating model. Full overhaul of the tools used and the respective training materials. Development of an integrated target process for all parties involved. Specification of a web front end. |
| Activities: |
|
| Result: |
| The revised scope was agreed with all stakeholders and an efficient project organization created. All processes and systems and the respective training materials were redesigned from scratch. A web front end with full integration into the ticket system was fully specified. The new service operating model and processes were launched on time in 4 countries. |
Creating a program governance structure for a Software provider
| Objective: | Creation of company-wide program governance structures and guidelines |
| Challenge: | After a phase of strong growth – both organic as well as acquisition-based – combined with an expansion of the area of operation into larger and more complex programs, structures and guidelines for setting up and reporting client engagements needed to be created that had to meet the requirements of both standardized single project engagements as well as highly complex multinational programs. |
| Approach: | Definition of a target framework for project management and communication. Creation of a new 3-tier management and reporting structure. Gap analysis of the existing management and reporting instruments versus the target framework. Creation of template reports and artefacts followed by iterative improvements in conjunction with all stakeholders. |
| Activities: |
|
| Result: | Within a few weeks, a multi-level package of project management and reporting tools was created and reconciled in its entirety and a package consisting of gap analysis, risk analysis and change management measures was presented. |
Creating a program governance structure for a Software provider
| Objective: |
| Creation of company-wide program governance structures and guidelines |
| Challenge: |
| After a phase of strong growth – both organic as well as acquisition-based – combined with an expansion of the area of operation into larger and more complex programs, structures and guidelines for setting up and reporting client engagements needed to be created that had to meet the requirements of both standardized single project engagements as well as highly complex multinational programs. |
| Approach: |
| Definition of target framework for project management and communication. Creation of a new 3-tier management and reporting structure. Gap analysis of the existing management and reporting instruments versus the target framework. Creation of template reports and artefacts followed by iterative improvements in conjunction with all concerned stakeholders. |
| Activities: |
|
| Result: |
| Within a few weeks a multi-level package of project management and reporting tools was created and reconciled in its entirety and a package consisting of gap analysis, risk analysis and change management measures was presented. |
Selecting an ERP implementation partner for an E-commerce company
| Objective: | Selection of an ERP system implementation partner. |
| Challenge: | During a phase of minimal availability of virtually all key personnel, the scope for an ERP project to implement MS Dynamics and integrate it into the existing IT landscape of the company and its partners had to be defined, a tendering process conducted and alternative project plans with the 2 preferred suppliers drawn up. |
| Approach: | Scoping workshops for end-to-end processes, functional requirements and IT architecture. Creation of a tender package for software providers. Market research and workshops with short-listed implementation partners. Reconciling data flows with parallel IT projects. Creation of an integrated project plan and decision memo for the board of management. |
| Activities: |
|
| Result: | Within a few weeks a comprehensive project plan and resource estimation was created and aligned with the parallel projects (shop, middleware, relocation of production), a ready-to-sign contract with the preferred software supplier drawn up and an integrated decision memo for the board of management compiled. |
Selecting an ERP implementation partner for an E-commerce company
| Objective: |
| Selection of an ERP system implementation partner. |
| Challenge: |
| During a phase of minimal availability of virtually all key personnel, the scope for an ERP project to implement MS Dynamics and integrate it into the existing IT landscape of the company and its partners had to be defined, a tendering process conducted and alternative project plans with the 2 preferred suppliers drawn up. |
| Approach: |
| Scoping workshops for end-to-end processes, functional requirements and IT architecture. Creation of a tender package for software providers. Market research and workshops with short-listed implementation partners. Reconciling data flows with parallel IT projects. Creation of an integrated project plan and decision memo for the board of management. |
| Activities: |
|
| Result: |
| Within a few weeks a comprehensive project plan and resource estimation was created and aligned with the parallel projects (shop, middleware, relocation of production), a ready to sign contract with the preferred software supplier drawn up and an integrated decision memo for the board of management compiled. The board rejected the proposal for lack of resources. |
Digitalization of the accounts payable process for an Elevator manufacturer
| Objective: | Introduction and outsourcing of a digital accounts payable process |
| Challenge: | Within a few weeks, the turnaround for an outsourcing project that was 1.5 years behind schedule had to be achieved. The AP process had to be fully redesigned and coordinated with the new procurement process to be implemented in parallel, and the software used had to be upgraded to include the new features and rolled out across all 40+ German branches. |
| Approach: | Draft of a project plan for all internal and external parties involved, integrating the parallel project to introduce a new process for electronic purchase order authorization. Full recapture of all process requirements for scanning, OCR and booking across various IT systems. Deduction of the change requests for the software upgrade. Go-live management. |
| Activities: |
|
| Result: | After 9 weeks all processes and IT requirements were defined, the required system upgrade implemented, the new procedures approved by the works council and 4 integrated pilots had gone live. Then, all branches and suppliers were informed following the communications plan set up and the full roll-out was implemented across all German branches within 2 months. |
Digitalization of the accounts payable process for an Elevator manufacturer
| Objective: |
| Introduction and outsourcing of a digital accounts payable process |
| Challenge: |
| Within a few weeks, the turnaround for an outsourcing project that was 1.5 years behind schedule had to be achieved. The AP process had to be fully redesigned and coordinated with the new procurement process to be implemented in parallel, and the software used had to be upgraded to include the new features and rolled out across all 40+ German branches. |
| Approach: |
| Draft of a project plan for all internal and external parties involved, integrating the parallel project to introduce a new process for electronic purchase order authorization. Full recapture of all process requirements for scanning, OCR and booking across various IT systems. Deduction of the change requests for the software upgrade. Go-live management. |
| Activities: |
|
| Result: |
| After 9 weeks all processes and IT requirements were defined, the required system upgrade implemented, the new procedures approved by the works council and 4 integrated pilots had gone live. Then, all branches and suppliers were informed following the communications plan set up and the full roll-out was implemented across all German branches within 2 months. |
International implementation of an ERP system for an App developer
| Objective: | Implementation of an ERP system across Europe and acceleration of monthly closing |
| Challenge: | Within a few months the time needed for monthly closing had to be reduced by ¾. To do this, an extremely heterogeneous process and system landscape had to be replaced by a common ERP system across Europe, all while switching to a common external accounting provider. |
| Approach: | Development of a common European process landscape and an accelerating monthly closing calendar. Development of an integrated data flow concept connecting all internal and external ERP, CRM, bank and credit card systems involved. Documentation of all processes and interfaces as well as realisation of trainings across Europe. |
| Activities: |
|
| Result: | Within 4 months a common ERP system was implemented, documented and finance staff across Europe trained in its use. All invoice management, CRM and bank systems were fully connected. All processes to connect credit card systems were designed. Monthly closing was brought forward to the 3rd working day. |
International implementation of an ERP system for an App developer
| Objective: |
| Implementation of an ERP system across Europe and acceleration of monthly closing |
| Challenge: |
| Within a few months the time needed for monthly closing had to be reduced by ¾. To do this, an extremely heterogeneous process and system landscape had to be replaced by a common ERP system across Europe, all while switching to a common external accounting provider. |
| Approach: |
| Development of a common European process landscape and an accelerating monthly closing calendar. Development of an integrated data flow concept connecting all internal and external ERP, CRM, bank and credit card systems involved. Documentation of all processes and interfaces as well as realisation of trainings across Europe. |
| Activities: |
|
| Result: |
| Within 4 months a common ERP system was implemented, documented and finance staff across Europe trained in its use. All invoice management, CRM and bank systems were fully connected. All processes to connect credit card systems were designed. Monthly closing was brought forward to the 3rd working day. |
Documentation of a purchase-to-pay process for a Ceramics manufacturer
| Objective: | Documentation of all operational and IT processes regarding accounts payable |
| Challenge: | Within just a few weeks a full-scale documentation of all partially outsourced accounts payable processes ranging from receipt of physical invoices through digitalisation, release and booking to archiving of electronic invoices had to be compiled from scratch with the goal of achieving approval by the fiscal authorities to fully abandon archiving of physical invoices. |
| Approach: | Documentation of all operational processes and their underlying IT processes. Description of the system landscape, the software used and their interfaces. Analysis and documentation of the authorisation concepts as well as technical, physical and organizational safety measures. Enhancement of the internal control system. |
| Activities: |
|
| Result: | A comprehensive documentation of the accounts payable processes and the underlying IT landscape was compiled and certified by a Big 4 audit firm. The resulting approval by the fiscal authorities enabled the client to fully abandon the archiving of physical invoices. |
Documentation of a purchase-to-pay process for a Ceramics manufacturer
| Objective: |
| Documentation of all operational and IT processes regarding accounts payable |
| Challenge: |
| Within just a few weeks a full-scale documentation of all partially outsourced accounts payable processes ranging from receipt of physical invoices through digitalisation, release and booking to archiving of electronic invoices had to be compiled from scratch with the goal of achieving approval by the fiscal authorities to fully abandon archiving of physical invoices. |
| Approach: |
| Documentation of all operational processes and their underlying IT processes. Description of the system landscape, the software used and their interfaces. Analysis and documentation of the authorisation concepts as well as technical, physical and organizational safety measures. Enhancement of the internal control system. |
| Activities: |
|
| Result: |
| A comprehensive documentation of the accounts payable processes and the underlying IT landscape was compiled and certified by a Big 4 audit firm. The resulting approval by the fiscal authorities enabled the client to fully abandon the archiving of physical invoices. |
M. G. Bucur
Chief Strategy and Transformation Officer
M. Stolarski
Co-founder and CEO
Dr. U. Petersen
CTO
S. von Alberti
Managing Director
A. Meya
Head of Product and Marketing Management
R.C. Coockson
Global Account Director
B. Robinson
VP Global Service Operations
About me
10+ years of interim management experience – freelance
Project manager and process consultant
(i.a. for ArcelorMittal, Bullhorn, Haufe-Lexware, Keramag, Lunar, MyTaxi, ThyssenKrupp, Tele2, Yazaki)
(i.a. for ArcelorMittal, Bullhorn, Haufe-Lexware, Keramag, Lunar, MyTaxi, ThyssenKrupp, Tele2, Yazaki)
5 years of business experience – perm jobs
Main areas of operation
Industry experience
Certifications
Education
Passion
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