Interim Manager / Senior Projekt Manager

1/2013 – 4/2013

Mr. [...] advised the client during a major bid for onshoring and offshoring work for a major Swiss National organisation. He developed the bid strategy and bid messages together with the leadership team.

Business Development, Verkaufsförderungskonzept

4/2010 – 12/2011

The largest merger between two banks in Germany resulted in many challenges for those organisations. One of the last challenges was to Decommissioning and Archiving (providing read only access adhering to regulatory and compliance requirements) of the Operational Systems from one of the banks. This alone had a business case of well 200MEUR of operational savings. However, prior to this the migration project would need to be completed successfully, and thus the project was a priority two for the bank at the beginning. Mr. [...] was responsible for the Sales and Management of the Decommissioning and Archiving project. No one had every Decommissioned and Archived IT systems on that scale (650+) and within such a short timeframe (15 months) before. The archiving solution was based on archiving tool which the supplier needed to improve an upgrade for the bank. About midway through the project, there were major concerns of all involved parties to be able to complete on time. The client then changed the priority of the project, bought in more key people and as a joint effort this complex and challenging was then completed 1 month ahead of the original plan. However it must be said, that the original scope for the Archiving was reduced after a reassessment of the necessity to archive the individual applications.

Migration, Programm Management

3/2010 – 6/2012

IMPAQ is privately owned and has around 350 employees with a group revenue of 50 MCHF operating in several European countries as well as the US, however making double digit losses for several years. Mr. [...] Joined IMPAQ initially as the Swiss CEO with some international Roles. Within a few months the owners decided to change the group organisation and structure. As a result Mr. [...] was asked to lead the group organisation as the group CEO. He also took on the country leadership for Germany on an ad interim basis, as well as keeping the Swiss country leadership. Whist the owner and a key executive stepped back from the operations. Over the past years the group had invested into acquisitions and opportunities, however never really integrated these operational areas. In the initial time it was down to basics such as setting up the governance, aligning the management and reporting processes, as well as fire fighting many of the operational issues. In parallel Mr. [...] was involved in many client relationships and was personally responsible for the acquisition and steering of the largest project that IMPAQ had undertaken (CHF 15M+).The loss making Luxemburg and US operations were shut down allowing the group to focus on Switzerland, Germany and Poland (some minor activities were kept in the UK). A new Country head was found for Switzerland, and a Country head together with a sales team was recruited for Germany. Additionally a new Country head was also required and found for Poland after the existing manager failed to deliver the committed results. After around 12 months the group management team was in place, the operational losses had been more than halved and a strategy / change program was approved from the owners and communicated to the management teams in the fall of 2011. At about the same time, there was a change of ownership (Marriage) which ultimately after increasing disagreements between the owners an Mr. [...] lead to the owners wanting to take operational control of the company back again.

Transformation Management, Organisationsentwicklung, Business Development, Unternehmensstrategie, Personalführung

1/2007 – 3/2010

After having taken on the Ad Interim Role (external) to manage the Healthcare Division since June 2007, Mr. [...] joined Swisscom IT Services in January 2008. From the onset Mr. [...] was a member of the newly formed Swisscom IT Executive Board. His role was to further stabilise the clients and to develop a new Strategy for the Healthcare Business. It quickly became clear, that Swisscom IT Services was well positioned for this market, however it is an immature outsourcing market with future potential. In parallel Mr. [...] also focused on the Insurance Market and successfully led his team in a structured approach to win a major new insurance client for workplace services. Based on this new client, a second client could also be won quickly. In the core healthcare business, the teams were restructured and new sales were hired to build up professional client relationships. As a result several new clients could be won with project as well as outsourcing activities. Next to his activities in leading the Healthcare Division, Mr. [...] was also Key in the culture Change Management (Client Centric), initialising new intercompany processes as well as having an advising role on several key sales opportunities. After 2 acquisitions Swisscom IT Services was restructured and as a consequence the Healthcare Division was integrated into other divisions. Mr. [...] took on a new role to establish an Integrated Account Management unit focussing on the major target clients and collaborating with various sales units within the group of companies.

Change Management, Krisenmanagement, Management (allg.), Transformation Management, Interim Management, Business Development

9/2006 – 12/2006

The group was in the process of restructuring its international wealth management organisation. One of the key questions to support the international business growth was the technology platform. An initial decision was taken in favour of the Banking Package Avaloq, but the question of the architecture to support the global wealth management operations of the bank still remained open. Mr. [...] performed a study to answer this question based on business local business strategies and planes including client segmentation and products / services, the banks overall global technology and operations strategy as well as local legislative requirements. The study addressed both the business and IT communities and resulted in with a plan including various thresholds (Business and IT Related) to provide the management with a guide to migrate the target architecture.

IT-Strategieberatung

9/2006 – 12/2006

The replacement of the IT Systems in the Channel Islands as well as the Caribbean Islands has been put off for several years resulting in the provider cancelling the support of the aging system within a 15 Month period. The Bank faced the decision, to either pay the provider excessive penalties to extend the support or to select a new solution. Mr. [...] was responsible to liaison with the local business and IT representatives to build the business cases including risk assessments for the various options. The options ranged from short term tactical solutions through to strategic sourcing options. In the end the group’s management favoured a short term tactical solution to remove the immediate business risks and to keep a longer term strategic option open.

IT-Outsourcing-Konzepte, IT-Strategieberatung

3/2002 – 9/2006

In March 2002, Mr. [...] joined Capgemini Switzerland as an executive management member to head up the Global Financial Services Business Unit in Switzerland with over 100 consultants. Reorganization effective May 2002 changed the initial regional model back to a traditional country model.
After a further reorganization in June 2002 Mr. [...] became deputy Country Manager and retained the market responsibility for the Service Industries (Financial Services, Public Sector, and International Organizations) as well as taking on responsibility for the Marketing and the Back-Office Organization. Together with the country manager, about 150 professional and support staff were managed.
The initial period at Capgemini focused on turn-around management activities to transform the traditional “Cap Gemini” body shopping organization towards a management consulting organization. During this time Mr. [...] additionally lead several consulting teams ranging between 10 and 50 Persons. Besides the “tough” decisions and restructuring actions, Mr. [...] devoted his experience to re-establish old and build new client relationships in parallel to rebuilding the confidence of the team. Mr. [...] also established a strong position within the Global FSI management team. During this time Mr. [...] was also part of the Wealth Management team responsible for the Merrill Lynch / Capgemini World Wealth Report, where he was responsible for the Swiss contribution and conducted the joint press events in Zurich and Geneva together with the CEO of Merrill Lynch Switzerland. l
During 2005 the Swiss and German consulting practices of Capgemini were merged with the result that the financial services practice was to be lead out of Germany. Mr. [...]’s became part of the financial services practice management team and focused on the development of the Swiss Banking and Insurance clients as well as business process outsourcing within the financial services industries. Mr [...] together with a dedicated BPO sales team from the UK lead the acquisition of 80MCHF global PBO outsourcing deal into eastern Europe, the largest to date for Capgemini.

Change Management, Krisenmanagement, Management (allg.), Organisationsentwicklung, Business Development

6/1996 – 3/2002

In 1996 Mr. [...] co-founded Solution Providers AG - a management consulting partnership focusing on the financial service industries. By the end of 2001 Solution Providers had grown into a reputable management consulting firm headed up by 4 partners and a team of 75 professionals in Switzerland and Germany. Solution Providers focused on the larger corporations within the financial services industry sector and was able to provide conceptional services right through to systems building and integration. As a partner / owner, Mr. [...] was responsible for the well being of the clients, the company, and the employees.

Mr. [...]’s responsibility within Solution Providers was to facilitate the career of the professional staff. This included the development of the Solution Providers project methodology (SPEEDmethod) and its academy program consisting of self-study modules and face to face tuition aligned with the consultant’s career path. Externally, Mr. [...] took on the responsibility for building the Insurance, Telco and Public industries resulting in over 1/3rd of the total revenue. Mr. [...] continuously initiated new client relationships whilst passing on existing relationships to the up and coming managers. Client relationships were generally developed at the senior executive level. A large portion of time was devoted to developing the managers and senior consultants through coaching sales pursuit and project management situations.
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During this time Mr. [...] was also lecturer within the Information Management curriculum within the executive management seminar programs of MAB / SMP / SGMI (Management Training Spin-off from the University of St. Gallen).

Management (allg.), Organisationsentwicklung, Business Development