Dr. Pius Estermann Email & Phone Number

Zürich, Zh, Ch

Zurich, Switzerland

Zürich Und Umgebung

Engagement and Delivery Manager for financial services customers. Acquisition of business and management of programs. Deliver appropriate innovative end-to-end services.

Greater Zurich Area

A newly founded company wants to establish itself in the market with innovative services in the field of intelligent customer management.Tasks: Support portfolio definition and negotiations with partners. Development omnichannel contact centre integration architecture for enterprises. Development of purpose-oriented transformation model for transformations into agile-dynamic organizations using the Process Communication Model (Taibi Kahler). Preparation of proposals and respond to requests for proposals.Results: Start-up attractively positioned and well-rounded portfolio of offerings defined. Competencies for agile organisational forms and transformations built up.

Zurich, Switzerland

Additional growth is to be generated in the area of Customer Interaction Management. Tasks: Build serviced companies into trusted partners. Identify and realize sales opportunities. Due to the permanent customer contacts additional take over account management role (consultative sales) for serviced banking customers.Results: Sales of consulting and project services. Achieved sales of 15 million in the period under review.

Zurich, Switzerland

The entire supply chain from lead via opportunity, proposal, project up to and including operation of the service in the area of customer interaction management of a well-known company must be realised in high quality and as cost-efficiently as possible. The “ad-hoc” mentality that has prevailed up to now must be replaced by a structured and at the same time dynamic way of working due to the growth. Controlling and financial management must be improved.Tasks: Take-over line management of project managers, architects, engineers and PMO. Redesign of the entire value creation process. Introduction of quality gates. Establishment of a controlling framework with all relevant key figures including forecasts. Training of employees to practice the new structure. Definition of project governance. Take-over of sponsorship for projects. Transformation of the plan-build-run organizational structure into an agile DevOps organization based on the SAFe model. Periodic review of product strategy, definition and launch of new market services.Results: Significant contribution to 20% average annual revenue growth of the division. Launch of new services in customer interaction management. Increased resilience and delivery quality by transforming the engineering and operations teams into an agile organisation.

Zurich, Switzerland

A major bank wants to build a market-leading multichannel contact centre for the retail banking sector. The contract will be divided into four projects. The first includes the development of a four-system infrastructure and the realisation of live chat functionality. The second project will integrate a comprehensive case management system from various backend systems. The third project includes the integration of the telephony platform, the development of a workforce management system and the central control of all functionalities. The fourth project includes the setup of a bank compliant support and operations including the setup of operations organization in a secured area.Tasks: Management of the entire program, leadership of contract negotiations and partner management. Defining the scope of operations (ITIL processes) and designing the operations processes.Results: All projects successfully completed according to specifications; multi-year operations contract signed.

Zurich, Switzerland

The fast-growing business of a leading international cruise company requires suitable worldwide sales channels to achieve the required sales. At the same time, the productivity of the employees shall be increased.Tasks: Definition, design, implementation and successive roll-out of a new market-leading contact centre solution in eleven European and four non-European countries. Partnering with a network provider for international connectivity services. Operating the solution as a fully managed service in the supplier’s own data centre. Results: Project delivered to the full satisfaction of the customer despite additional compressed schedule. Further development of the customer through the realization of additional revenue potential. Achieved cost/benefit ratio > 30%.

Berne, Switzerland

The company would like to take a first step towards integrating 3rd party services which can be sold to end customers. Additionally, they would like to be able to provide paid network resources to 3rd parties.Tasks: Working out technological foundations for the integration of a 3rd party cloud service and as an application example. Development of a communication service on tablets. Providing network resources to 3rd parties and integrating cloud services through standardised APIs.Tasks: Realise extensions of legacy systems to be ready for 3rd party services. Definition, design and implementation of innovative communication service. Definition and design of new infrastructure so that own resources can be provided externally and external resources can be integrated. Collaboration with world-leading partner in this field. Results: Proof-of-concept for shortening time-to-market while reducing implementation costs by integrating external services. Proof-of-concept for realising revenue potential by offering network-based services. An essential step of the TSP into the web service business.

Berne, Switzerland

The packaging of the cluster releases of the company is very cumbersome. There are long discussions about which projects are implemented in which releases and the planning reliability for the Customer Facing Units (CFU) is insufficient. Market priorities are not adequately addressed.Tasks: The process for packaging cluster releases needs to be redesigned. CFUs need to be better integrated, planning reliability needs to be increased, and the long lead time needs to be shortened.Results: Definition and introduction of a new project portfolio management process. Structured involvement of CFU representatives allows better consideration of market priorities. The new process allows for increased planning certainty and shorter lead times for packaging.

Berne, Switzerland

The company wants to completely transform its existing infrastructure to IP and replace its legacy systems. This requires a complete rebuild of the entire IT stack (CRM, order entry, order decomposition & orchestration, activation and assurance) for order processing. The large project (> 100 project employees, > 50 Mio/year) has already been started and has run into massive difficulties, i.e., the pursued architecture is buggy, the systems to be developed are out of control and the collaboration between the different areas has reached a low point.Tasks: Take over programme and project management of the entire project. Restructure the programme, re-launch the collaboration, stabilise the development, meet the set project goals.Results: Turn-around achieved through restructuring, i.e., Delivery Centers introduced as service providers, stakeholders actively involved, MVP approach followed. Start of customer business as pilot operation from order entry in Customer Care. IT operations established. Competencies of all employees involved built up. Foundation laid for scaling.

Berne, Switzerland

Planning of the IT cluster releases.Definition and implementation of a new project portfolio management approach.Achievements: Optimally utilised cluster releases to the satisfaction of the internal business units.

The Hague, Netherlands

Project manager for the setup of an international PMO comprising four companies as a service hub in a large outsourcing project.Results: Fully functioning international PMO.

Berne, Switzerland

Project manager for the implementation of an SAP ERP solution (incl. asset management and business process re-engineering).Results: Fully functional ERP solution.

Berne, Switzerland

Consultant and IT solution architect for the definition of a new solution for the construction and operation of the client's network infrastructure. Consultant and IT solution architect in an IT consolidation and optimisation programme (new solution of the service fulfilment business). Project manager for a new self-care solution at a mobile service provider.Results: Contribution to the successful implementation of the projects.

Zurich, Switzerland

Consultant and IT solution architect for the definition of SAP business solutions on mobile devices. Project manager for the definition and configuration of pre-configured standardised SAP CRM software packages for the SME market. Project manager for the development of the eBanking solution at a major Swiss bank.Achievements: Definition of new innovative market services/implementation of HP's own eBanking solution.

Zurich, Switzerland

Development of the market launch concept of an IP-based multimedia contact centre in the USA including sales training. Technology development of a new adaptive hearing aid generation and technical consulting of the developers.Setup of a research group for new technologies. Winner of the award of the foundation Technopark Zurich, 1999.Results: Successful market launch of the Contact Centre in the USA / basis for a new generation of hearing aids / development of a new server-based full-duplex business telephone.

Doctor Of Technical Science, Signal And Information Processing Laboratory

Dissertation: Analysis and design strategy of adaptive filters in the frequency domain with proof-of-concepts in hands-free phones.

Dipl. Nds Ethz In Management And Business Systems Engineering, Business, Management, Marketing, And Related Support Services

Specialisation: Innovation Management. Diploma thesis: Market introduction concept of an IP-based contact centre in the USA.

Masters Degree, Communications Technology

Dipl. Electrical Engineer Eth, Electrical Engineering

Specialisation: Communications engineering, cryptography.