Responsibe for Product Management and Development, Geschäftsführer Germanedge Solutions GmbH and QDA Solutions GmbH

Making the worlds best software for the digital factory. Responsible for software development, product management and product marketing. Turning the power of our four market-leading companies Gefasoft GmbH, New Solutions GmbH, QDA Solutions GmbH and Orsoft GmbH into one market-revolutionizing product portfolio for the digital production: Germanedge.

Making our customers love our products. Responsible for service delivery and the service PnL. Grew total revenues of the business by ~50%.

Reporting to: T&T Director Germany Claus Magiera Responsibilities: General management and PnL responsibility for major outsourcing contracts from DD & contracting, trough T&T, till stable operations in SLAs and target profitability. Achievements: Transformed and renewed the IT of a major German bank with a total of four datacenters in Frankfurt and Luxemburg. The project included the renewal of all clients with all software, server, storage, archiving, vulnerability management, security information management, IP telephony (on the PCs), Call Center and several banking specific applications.Won and implemented an IT Service Desk with 300 employees for a major german automotive customer with 160.000 users.Engaged in pre-sales campaigns of a number of bids for contracts with values of 20-150m€. Led our T&T design, the creation and negotiation of response documents, due diligences, contract negotiations and bid presentations.

Reporting to: Board Member IT Solutions and Outsourcing, Reiner Louis Responsibilities: Responsible for the cost saving program within the newly formed Managed Services Factory. The target was to deliver 6m€ annual savings in total and 1,5m€ of that in 2011.Achievements: The Managed Services Factory within Computacenter was a merger of various internal organizations in 2011. The purpose of the reorganization was to reduce costs by 5-10%. I applied the “Härtegrad Methode” (a cost reduction method) achieve this objective. With a total of 18 projects we continuously managed and monitored the progress of improving operations across various parts of the 1.000 employee-strong organization. We achieved >1m€ in savings in 2011 and with the sum of all im-provement projects we cut annual costs by ~4,5m€ p.a..Extra assignment 1: I supported the due diligences of various planned acquisitions. In the largest of these planned acquisitions, involving a target company with operations in 5 countries in Europe at the end of 2011, I was planned for running the integration for Germany, Switzerland and Hungary.Extra assignment 2: Interims Lead T&T “process” with at that time ~7m€ annual cost in total. In that role I harmonized the management system across our T&Ts and implemented a new controlling system. Extra assignment 3: Led the special task force to improve critical situations in 6 of our major outsourcing contracts. The collective learnings of that process eventually led to substantial changes in the way we do managed services business.Extra assignment 4: Turnaround manager for an outsourcing contract in crisis at a major car company with 40.000 users. The contract was on the edge of turning into an exit. I renegotiated the contract with the customer, stabilized the service, terminated our subcontractor and transferred a major part of the service with 100 employees into our Factory in Erfurt.

Reporting to: MD Sales Division II, Michael NickolaiResponsible for Computacenter’s business in the South. Sales lead and P&L responsibility for the 3 Units in Nuremberg, Stuttgart and Munich.Achievements: Readjusted the customer focus of the Sales Teams in Stuttgart and Nuremberg. Several larger deals at Bosch, Allianz, BA, HSE24. Build a pipeline of managed services deals that were mostly won in 2011.

Reporting to: Board Member IT Solutions and Outsourcing Reiner LouisResponsible for Computacenter’s Networking Business in Germany with then ~300m€ in revenue. Directly managed the central part of the business line with a total of 35 employees in sales, operations and business development, and indirectly led the 350 employees that were working for the line of business from other divisions. Responsible for the strategic direction of the networking business.Achievements: Doubled revenues from ~150m€ in 2005 to ~300m€ in 2010 (of that, ~100m€ in Services) by successfully aligning Networking, Security, and UCC with each other. Balanced our own strategy with the strategy of major market ven-dors, most notably Cisco. Led Computacenter to top positions in the German markets of networking, security and IP telephony. Extra assignment 1: Between Nov. 2009 and Sept. 2010 I served as the Change Manager for the introduction of the new Group ERP System in Computacenter Germany. This was a massive change program. I led 120 people on 21 major change projects to prepare and train all 4000 employees in Germany for the massive changes in systems and processes.Extra assignment 2: Between 2007 and 2011 I served as Chief Information Se-curity Officer (CISO) for Computacenter Germany. During that time, I led our ISO 27001 certifications, the establishment of our Information Security Management System (ISMS) and pushed for the establishment of a Chief Information Security Officer at group level within our IT department.

Reporting to: CEO Kay Schwabedal and later CEO Oliver TuszikResponsible for building and managing the IT Security Business (teams, systems and processes). Achievements: I built the largest security integrator business in Germany at that time. Grew revenues from ~7m€ in 2000 to ~80m€ in 2010, of that 20m€ in services. Hired a dedicated security sales team. Built/fixed major supplier relationships. Established and grew security competence teams with dedicated consultants covering all key aspects of technical IT Security. I also built a team of consultants to advise customers in Information Security Management. Continuously grew the security team from 10 to over 100 colleagues.

Reporting to: CEO Kay SchwabedalIn that role I was responsible for achieving SG&A savings in the southern German branch offices through the introduction of digitization tools at our customer interfaces. I structured our proposal, presented the enhancement offerings to our customers and guided the teams through the implementation process. I was also responsible for evaluating a development for new E-Business service offerings for our portfolio.

Reporting to: Board member sales, Dr. Erwin SchmietowDeveloped and implemented a “Global Account Program”. Facilitated and lead global teams of account managers through customer strategy alignment processes for their joint account. Supported the teams in global bids with resources from the international coordination desk.

Reporting to: Board member sales, Dr. Günther LamperstorferResponsibilities: Build the “International Coordination Desk”, a global support team for Account Managers with international customers.

Reporting to: Board member Sales, Dr. Günther LamperstorferResponsibilities: Introduced growth tracking of the two (then) new business lines “Networking” and “Datacenter” including the adjustment of the incentive scheme for all managing directors. Established a time sheet system to increase billing accuracy for IT consultants.