Develop and execute comprehensive IT strategy that align with the company strategy. Develop and execute an IT cultural change and competency management program. Lead, mentor, and manage a high-performing IT team, fostering a collaborative and results-driven work environment. Optimize a heterogeneous application portfolio and initiate development according to the future business opportunities. Initiate the Digitalization of the company and introduce digitalization projects. Assess business needs and implement projects along objectives. Manage the budget of IT OPEX & CAPEX ($19m + $2,5m and digitalization investment decisions. Create a service-oriented IT organization, implement IT Service Management model and system. Implement enterprise level of SAP S/4 HANA Cloud system on RISE.Key achievement: I successfully got used to the Arabic culture, and worked out my way of effective cooperation in it. I got approval on the proposed IT Strategy and IT culture change method and gained the commitment of the CEO. Initiation of the digitalization of the company.

Direct reporting to the CEO, MT membership and strategic decisions. Manage the info-communication systems & services and internal application development & testing and service providers by SLA’s. Reorganize the IT based on the new objectives and requirements.

As President of the Hungarian CIO Association (VISZ) I work on and support my CIO colleagues to be able to be building the challenging, digitized future of Hungary, where the training of the new generation is a key element.

Direct reporting to the CEO, MT membership and strategic decisions. Worked out and launched company IT strategy in line the Business strategy. Responsible for information security management and operations. Manage the transformation from a Small and Medium size Businesses (60 companies) to Holding operation structure. Create an IT service organization, lead, mentor, and manage IT Team of 35 staff. Lead the digital transformation of the Holding. Manage the budget of IT OPEX & CAPEX ($1,3m + $1,2m). Implement an Information Security Management System (ISMS). Manage the IT service providers based on SLA’s.Key achievement: Taking over and consolidate the IT operation of ~60 companies in the SMB sector with significant cost saving. Building up a holding IT service organization.

Managing the IT infrastructure development, operation and information security operation of MOL. Create and implement a new IT infrastructure service model in line with the MOL Group's IT strategy. Driving the service oriented operation of the IT infrastructure team. Innovate and develop the infrastructure services to be able to provide professional IT services to the Business organizations of MOL. Over all responsibility (strategy planning, people management, evaluation and motivation system, financial management and budget planning, service management, etc...) of the IT infrastructure & services of MOL. Member of the MOL FS's IT management team.Key achievement: Reorganizing and revitalizing the Infra team and successfully renew the infrastructure to be able to support the digital transformation of MOL.

Managing the IT infrastructure operation of MOL. Create and implement a new IT infrastructure service model in line with the MOL Group's IT strategy. Driving the service oriented operation of the IT infrastructure team. Provide professional IT services to the Business organizations of MOL. Over all responsibility (strategy planning, people management, evaluation and motivation system, financial management and budget planning, service management, etc...) of the IT infrastructure & services of MOL. Member of the MOL FS's IT management team.Key achievement: Significantly renew the IT infrastructure of MOL.

Reorganization of the multibrand (Opel & Chevrolet) IT team in the SouthEast Europe (SEE) region.Create and implement a new IT service model in line with the GM's insourcing strategy.Provide professional IT services to Sales and Marketing organization of Opel & Chevrolet in SEE.Over all responsibility (strategy planning, people management, evaluation and motivation system, financial management and budget planning, service management, etc...) of the Information Systems & Services in SEE.Member of the management teams (Opel & Chevrolet) in SEE.Key achievement: Successful insourcing of the IT infrastructure and service-desk services. Transforming them into a new streamlined organization.

Direct reporting to the CEO, MT membership and strategic decisions. Worked out and launched company IT strategy in line the Business strategy. Responsible for information security. Manage the info-communication systems like ~600 users. Manage the budget of $1,1m OPEX, $0,8m CAPEX and investment decisions. Lead the IT team of 28 staff. Built up a new service oriented IT organization. Manage the merge of 5 companies and IT systems with BKK. Optimizing the heterogeneous application portfolio and initiate development according to the future business opportunities. Manage IT service providers based on SLA’s.Key achievement: Successful implementation of the basic IT infrastructure from scratch within very limited budget. Built up a talented and highly motivated IT team.

Direct reporting to the CEO, MT membership and strategic decisions. Manage the SMM’s information and electronic systems like 1100 employees, 30 sites, 4000 IPs, SAP (FI, FI-AA, TR-CM, SD, MM, CO, SRM, MDM, SolMan). Manage the budget of $9,5m OPEX, $6,6m CAPEX, investment decisions, IT controlling implementation. Lead the IT team of 65 staff with 5 direct reports (4 team leaders /infrastructure, application, electronic, strategy/ + 1 ISO). Work out and launch the company IT strategy in line the company Business strategy based on a business process review. Built up a new integrated and service oriented organization from the previous IT, electronic, SAP and project office teams. Implement an ITIL based service provider architecture. Define inside/outside SLAs based on a newly created IT service catalogue. Create and implement SLA based IT bonus system for staff.Key achievement: Successful transformation of the scattered IT teams into a new service oriented organization. Significant cost savings by infrastructure and application portfolio optimization. Increased information security.

Coordinated the Operating Units’ demands. Responsible for LPG infrastructure projects including resources and budget. Information Security Governance within LPG (31 OUs). Be sure that the LPG IS activities were in line with the Shell group investigation. Planned and managed infrastructure and application security audits within LPG based on risk analysis (IRAM). Number of direct reports was 4. IS budget responsibility of ~1M USD. Participated in the LPG divestment project and coordinated the IS activities during the divestment. Worked out the future IS requirements for 33 OUs.Key achievement: LPG was the best deliverer of IS initiatives in Shell Downstream which was the result of good cooperation within the teams with different interests.