❖ Our future is projectised. I support my clients in their PM and PMO eff orts.❖ Service portfolio: Interim PM, Program Manager or PMO (e.g. someone resigned unexpectedly), Project Management Consulting (where deep and specialised help on a very defined topic is needed), ad interim Team-Lead❖ Setting up PMO including reporting and governance structures. From Excel to advanced Project Management Tools.❖ Strategy and Organizational Development

Overseeing and advising executive functions.Member of the Supervisory Board (Aufsichtsrat) of the German Association for Project Management (GPM e.V.). Overseeing the activities of the association’s executive functions (i.e. Präsidium), covering financial, legal, personelle and other strategic aspects. I was elected by the delegates of the regions in June 2024 for the period of 2 years.

I am using project management to create sustainable products and organizational structures, like:❖ carbon-neutral and plastic-free textiles❖ textiles designed according to cradle-to-cradle principles❖ a project-driven organization (the PMO creates the strategy!)❖ sustainability-/impact-driven strategy plans❖ project portfolio management that considers impact(&profit)

E-commerce, biodegradable, plastic-free, sustainable, environmentally-friendly.

❖ Putzmeister is a manufacturer of concrete pumps and employs about 3000 people. I was based in their headquarters in Aichtal and reported to the Group CEO.❖ Project Lead for a Carve-out. Complex with >5 new legal entities and diverse stakeholder expectations.❖ Project Lead LkSG (German Supply Chain Act)❖ Project Lead CSRD-compliance (Corporate Sustainability Reporting). Fullaccountability covering software selection (application of AI to enhance efficiency/speed and lower costs), double materiality assessment (Impact Materiality and Financial Materiality), carbon accounting (Scope 1,2,3 according to GHG-protocol) and ESRS-reporting requirements.❖ Moderation Putzmeister Strategy Platform (connecting top level strategy with strategic projects) and other workshops for C-level leadership.❖ What I’ve learned: Simplicity gets people on board.

❖ Responsible for a department of project managers, project engineers and support staff (33 FTEs).❖ Driving organisational change and project excellence. The department was newly formed upon my arrival as part of restructuring the company. Together with my team, we were setting new process standards for organisational efficiency and good collaboration.❖ Training and coaching of project engineers (mostly PMBoK-based) and team leads (leading leaders).❖ Shaping strategy as part of the company's leadership team.❖ My most important lesson learned: Learning and curiosity are necessary parts of agility and change.

❖ B. Braun is global med-tech and pharma company (64 000 employees) with its headquarters in Melsungen. I report to the Head of Corporate PMO who is two reporting levels below the CEO.❖ Conception and implementation of a corporate-wide project management standard (incl. IT system, guidelines, templates).❖ The standard covers project and project portfolio management in construction, research and development, manufacturing, engineering and IT.❖ Increasing PM knowledge of the organisation and identifying suitable approaches (waterfall, agile, scrum, kanban, lean startup etc.).❖ Supporting the establishment of new PMOs in different parts of the organisation (the corporate PMO is the highest level PMO within the company).❖ Lead of the corporate knowledge network for project management (a committee consisting of 12 members bringing together all 4 divisions and different central functions). I drive and mediate difficult cross-divisional decisions.❖ Member of the Product Owner Team during the agile development phase of a PM IT System.❖ Responsible for interns (from interview, onboarding, feedback conversations to recommendation letters).❖ Mentoring, coaching and training of project managers.❖ Invited lecture (PMO Tag 2018, IPMA / GPM, Gesellschaft für Projektmanagement).❖ My most important lesson learned: When problems are complex...be agile

❖ Sandoz (25 000 employees) is the generics arm of Novartis. During this job rotation I reported to the Head of Portfolio Management Anti-Infectives.❖ 3-month job rotation in the Portfolio Management group of the Anti-infectives franchise.❖ Maximising the value of the drug pipeline by selecting the right products.❖ Oversight over the development projects for one development center.❖ Evaluation of innovative product ideas and value added medicines (VAMs).❖ Evaluating drug products for developing countries in collaboration with Novartis Social Business.❖ My most important lesson learned: If projects are chosen poorly, it does not matter how well they are executed!

❖ Hexal AG is the German subsidiary of Sandoz (25 000 employees), which is the generics arm of Novartis. At the Sandoz Development Center in Holzkirchen I reported to the Head of Local Project Management.❖ Responsible for the development of generic drugs from planning to launch.❖ An important partner was the the global portfolio management group.❖ Multi-project management (approximately 30 projects in parallel).❖ Leading of cross-functional teams (5-15 people) in a matrix environment.❖ Budget per project: up to 7 Mio. $.❖ Development of various solid dosage forms for launches in different regions (EU, US, CA, Latam, APAC, MEA).❖ Fully accountable Project Lead for the RxGx projects (initiative between Novartis Pharma and Sandoz to maximise group value).❖ Applying scenario analysis and financial metrics (eg. financial feasibility) to drive strategic decisions and stakeholder support.❖ Single point of contact for external partners (e.g. contract manufacturers) and senior management.❖ In charge of the risk management training for the staff at the development center Holzkichen.❖ My most important lesson learned: In a large company (as in life), my people network is my most important asset!

❖ Chemie-Cluster Bayern is a government-owned agency (<10 employees, lists 260 member entities from industry, science and the public sector) that supports its members in international networking, project management and market access.❖ Entry as Project Leader RnD, after Jul. 2013 Head Business Unit RnD (reporting to the Managing Director).❖ Leading in highly political, strategic environments. E.g. heading a European delegation of clusters in India. Development of international partnerships (e.g. signature of MoU with the PlastIndia Foundation).❖ Project management, technology scouting and business development at the interface of industry (e.g. Boeing), science (e.g. Fraunhofer) and the public sector (e.g. European Commission).❖ Cross-industrial technology transfer. Market access through chemical technology.❖ Participation in large EU-funded research projects.❖ Support of SMEs in acquiring public funding.❖ Interface to interest groups like, VCI (Verband der Chemischen Industrie, Chemical industry Association), GdCh (Gesellschaft deutscher Chemiker, German Chemists Society), ECN (European Chemistry Network).❖ Superior communication skills, demonstrated by more than 50 presentations for international audiences in multiple languages. TV interviews, podium discussions etc.❖ My most important lesson learned: Listen to understand, then communicate to connect!