Services

Transformations in IT, HR and finance rarely start from a clean sheet. I work with you from wherever you are, and stay until the new way of working runs in daily operation.

Wherever you start

  • A first idea, no concept yet. I frame the problem, build the business case and the target operating model, and win management approval.
  • No clue where to start. I assess the current state, lay out the options and agree the first steps with you.
  • Time pressure. I fix scope and plan to the deadline and set up governance and delivery quickly.
  • A divided or estranged organisation. I bring functions, countries or merged units behind one model, with stakeholder and change management.
  • No shared vision. I align management on the target picture before anything is built.
  • A stalled programme. See below.

Four ways to work together

1. Transformation programmes, concept to operation

I take a transformation from the first idea through business case and target operating model to design, build, roll-out and handover into operations. IT, HR and finance are planned as one picture, so the business case and the people side stay joined up.

2. Interim management, programme leadership and rescue

I step in as head of IT or HR, or as programme director, at short notice and for a defined period. I have run IT and HR as a member of an executive board, and I have taken over programmes that had stalled.

3. HR transformation and HR technology

From HR strategy and operating model to the selection and implementation of the HR system. I have implemented SAP SuccessFactors for organisations from 330 to more than 1,000 employees, including payroll, performance and compensation, and built the service organisation around it.

4. Shared services, sourcing and offshoring

Design, business case and execution of shared service centres, outsourcing and offshoring, including the part that decides success: the people affected, the social plan, communication and knowledge transfer.

When a programme has stalled

Costs rise, deadlines slip, and the people involved stop trusting each other. I take over, find out why it stalled, stabilise delivery, reset scope, plan and governance, and bring the programme to go-live.

At a leading manufacturer of high-end machinery, I took over a global SAP S/4HANA programme that had stalled under previous leadership and delivered the go-live on time, on budget and in full scope, in Switzerland, Poland, the United Kingdom and the USA.

How we start

A first conversation to understand your situation and decide together whether and how I can help.

Get in touch