A project with foresight – geographically and professionally. Acting as Audit Manager responsible for SOX 404 compliance of all subsidiaries in the Russian Federation. Beyond the successful confirmation by external auditors, a stable control system was established, an international audit team was built, and group-wide certification was achieved. The project passed every review – shaping the internal audit standard permanently, setting benchmarks in a global context, and forming the basis for international mandates with high visibility at board level.

A project with history – high pressure, clear expectations. As Audit Manager, responsible for the full implementation of SOX 404 requirements in Austria. Within a short timeframe, processes were documented, controls embedded, and system authorizations realigned to segregation-of-duties. In parallel, a group audit was conducted. The external auditors confirmed the results. The Group Audit Director issued an explicit recommendation – opening doors that decisively shaped my international path.

A long-term ICS mandate with substance, visibility, and impact. Acting as ICS Manager-Consultant, responsible for establishing and operating a functioning control system in the public sector – from process definition and control development to reviews by internal and external authorities. After successful completion, a renewed mandate followed. Controls were tested, measures implemented, and the ISMS prepared. The ISMS audit was also supported. The system was approved without findings – with impact lasting to this day.

An SAP project with foresight and clear governance at the top management level. Acting as Senior Consultant, responsible for advising the CEO of a media company during the implementation of a company-wide SAP rollout – from project structure and testing procedures to acceptance processes and the assessment of critical pitfalls. The collaboration was direct and solution-oriented – defined by execution discipline and clear decisions. The project was successfully completed. A mandate with high commitment – impact where responsibility is lived, remembered positively to this day.

A project with depth and substance. Acting as Senior Consultant at CEO level, responsible for the complete definition and optimization of all business processes in a company providing debt collection services. From process modeling to the elimination of operational redundancies, a robust process system for management and business units was created. The results formed the solid foundation for the later establishment of an ISMS in line with ISO 27001. The implementation was seamless – a mandate that delivered impact and endures to this day.

A global IT project of strategic scope. Acting as project manager, responsible for company-wide readiness across all locations for the introduction of Office 2010 – including test management, application releases, and overarching rollout preparation. The technical requirements were secured across sites, and the central rollout framework was delivered on schedule. The project was part of the CIO roadmap and contributed to sustainable standardization in the workplace environment – with high visibility at board level.

A project requiring particular sensitivity – newsroom-focused and time-critical. Acting as project lead, responsible for modernizing the mail systems at three major newspaper publishers in Vienna. Beyond the technical migration to Exchange, business units were involved, newsroom risks mitigated, and smooth operations ensured. At one publisher, the migration was completed without any noticeable downtime. The project set benchmarks in IT governance of critical media processes and at the same time paved the way for Office updates and hardware renewal.

A project at the intersection of daily operations and structural change. In an advisory role, core service processes were analyzed, training needs identified, and concrete measures for KPI improvement developed. Together with the new management, a pragmatic optimization program was implemented that gained broad acceptance within the team. The defined processes, a tailored training concept, and an established continuous improvement process ensured lasting effectiveness beyond the mandate – and created space for genuine development, both professional and human.

A project at the intersection of technology and corporate policy. Acting as project lead, responsible for replacing an outdated ERP system at a French leasing bank in Austria – including planning, migration, test organization, and coordination with the central rollout team in France. Despite a limited budget framework, the project was delivered on schedule. Close collaboration with the business units and professional communication at C-level contributed significantly to success – with lasting impact well beyond operational execution.

A project of high complexity – numerous departments, diverse requirements, sensitive data. Acting as project lead, responsible for steering the development of a new database for GDPR documentation – including planning, stakeholder management, and coordination with the contracted software provider. Despite time pressure, tight budget constraints, and methodological legacies, the solution was delivered on schedule. The central GDPR documentation was successfully rolled out – serving as a reliable foundation for data protection and as a reference for future initiatives.

A project with strong external impact – legally sensitive and technically demanding. Acting as project lead, responsible for ensuring GDPR compliance for a central IT and data center unit in Vienna. Despite unclear legal conditions, all relevant departments – from legal to IT – were brought together in a structured process. A requirements catalog was jointly developed, measures defined, and operational go-live prepared. The project was formally accepted and laid the foundation for sustainable data protection structures in the public sector.

A project with many interests – high expectations, limited resources, heterogeneous stakeholders. Acting as project lead, responsible for managing a complex digitalization initiative in the public sector, with focus on test management, interface coordination, and hybrid methodology. Despite the pandemic, challenging conditions, and demanding coordination, the project was successfully delivered – in time, in budget. The achieved results received multiple awards and today serve as a reference model for effective digitalization in the government context.

A group-wide program with foresight and impact. During the setup phase, program management was assumed for key information security initiatives – with focus on maturity assessment, action planning, and strategic steering. Projects were prioritized, requirements structured, and operationalized through regular meetings and steering committees. The introduction of a maturity model and continuous improvement processes continue to strengthen the security architecture to this day – the program is regarded internally as strategically significant and exemplary in execution.

A group-wide initiative for the structured management of digitalization projects. During the setup phase, the program was methodically designed – with clear structures, project setups, and practice-oriented standards. The complexity of the public environment as well as the internal corporate architecture was taken into account in the program planning. Acting as consultant and during the later handover phase, sustainable implementation was ensured. The program enabled the successful delivery of multiple initiatives – professionally designed and seamlessly connected to adjacent key projects.

A project at the intersection of performance and process clarity. Acting as project lead, responsible for designing the use of Cisco AppDynamics to optimize SAP applications – conceived, tested in a structured proof of concept, and rolled out group-wide. Alignment with the works council and internal stakeholders, technical integration, and coordination between SAP, operations, and business units placed high demands on governance and communication. The solution was successfully deployed into production and handed over to the line organization as a group-wide standard.

As part of a transformation project, the finance function assumed responsibility for processes and systems of an Austrian subsidiary in the pharmaceutical sector. Processes were optimized in fixed asset accounting, month-end closing, and SAP-based product costing. In addition, targeted training measures for junior controllers and structured coaching on CO master data maintenance were carried out. Alongside process improvement, sustainable knowledge transfer was a central focus. The project enhanced professional independence and made data quality within the team measurable.

As part of an international S/4HANA template rollout, the Business Process Lead function assumed responsibility for finance and controlling processes in the paper and packaging industry. The focus was on adapting core FICO structures and ensuring functional integration into the global SAP template. In addition, local requirements were assessed and transferred into the standard architecture. Leveraging long-standing SAP FICO expertise, the rollout was accelerated and process quality in the target system significantly improved.

As part of the further development of production controlling, the SAP key user role assumed central responsibilities in a food company. Core processes were documented, calculation standards introduced, and segment reporting anchored in controlling. Acting as a link to IT, system adjustments were initiated and continuously supported. In addition, junior controllers were coached in day-to-day operations as well as on SAP-related topics. Leveraging long-standing SAP key user experience, processes were sustainably improved and know-how built within the team.