SAP Project Manager

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At Novartis (Pharma), I supported setting-up and leading of a GxP-regulated SAP S/4HANA (GxP) greenfield transformation to build a lean digital core enabling data-driven forecasting for hospital operations and patient demand. The initiative was designed as a 3-year program and ramped from ~800 to ~1,400 contributors, organized across 7 business functions with ~70–140 delivery teams (each typically 8–10 core members plus 5–15 extended team members). In close partnership with executive sponsors and program leadership, I established program governance and delivery cadence, clarified ownership and decision paths across functions, and equipped middle management to run predictable execution at scale. I drove end-to-end planning and alignment from program-level objectives down to team-level backlogs (epics/user stories), coordinated dependencies and cross-team delivery, and strengthened release readiness and release setup using SAP Solution Manager. I also managed collaboration across ~6 countries and 4 time zones to keep stakeholders aligned and delivery moving.

Program Manager

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At NIVEA (FMCG), I supported a 2-year global SAP integration and data harmonization program spanning 40+ countries and 25+ contributors. I planned, initiated, guided, and closed initiatives across 4 subsidiaries, running 2–3 country rollouts in parallel with 2 HQ FTE and 4-8 local FTE – reducing lead time from 3 weeks to 1 week and increasing project completeness from 30% to 78%.

(Agile) Delivery Manager

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At RWE (Utilities), I supported a Workplace Services Transition & Transformation program by creating a single, exec-ready control layer across ~25 team members and client senior stakeholders, steering delivery against ~18 milestones over 18 months. I ran daily progress tracking, consolidated cross-stream dependencies, and converted fragmented updates into decision-ready “ask / impact / recommendation” briefs for governance forums. Outcomes included 50% fewer escalations and a ~33% reduction in open Action Log items through tighter ownership, due-date discipline, and faster issue triage – bringing decision and governance turnaround into a 24h window. These efforts jointly led to a cut in delivery delays by 30%.