The Netline Scheduling Solutions consist of a number of products that support the Network Management & Scheduling area. Those products are• Netline/Plan – Network Planning to maximize profitability across an airline’s entire schedule.​• NetLine/Sched – The solution for Schedule Development and Schedule Management.​• NetLine/Slot – Managing airport slots efficiently from initial submission until schedule end.​• NetLine/HubDesigner – Optimize fleet utilization and generate profitable multi-hub networks.​• NetLine/FleetAssigner – The Optimizer for strategic and tactical fleet optimization.​• SchedConnect – Benefit from ideal codeshare connections and automated schedule distribution.​To find out more about those products visit www.lhsystems.comThe Chief Product Owner is responsible for product management, product strategy and vision - and therefore for the functional, non-functional and technical properties, the requirements for smooth and customer-oriented operation, maintainability, operability and security of the product portfolio. With this comes as well the responsibility for the short, medium and long-term success of a product portfolio. Keeping the business plans and the product roadmaps up to date looking the latest developments in the airline industry, the market needs, the customers' requirements and modern technology are part of the cooperation with the Senior Product Owners and the Architects of the individual products. The vision and goal setting for the products and the development teams by technical leadership is another integral part of the Chief Product Owners responsibilities. Together with the Chief Product Owners of the Ground Solutions and the Crew Solutions domain and the Product Line Management the CPO actively contributes to the overall NetLine product strategy as well.

Team Manager for the SchedConnect Product. Codesharing is a winning process for passengers. Airlines increase revenue by keeping travellers within their network, while passengers enjoy smooth connecting flights. But codeshare management is an extremely complex task. Flight schedules are subject to frequent changes, leading to constant adjustments of partners’ schedules. The Team Manager is responsible for the development, testing, operations, product management and customer management of the SchedConnect Product. Financial, operational and strategical planning and controlling are only some of the tasks connected with this function. Process Architect Change Management, Service Transition, Service Suspension, Service Asset & Configuration Management

Management of the Service Management Governance Teams within the CTO (Chief Technical Officer) organisation. Personnel management as well as process responsibility for the IT Service Management processes (Processdesign und -introduction including trainings). Design of harmonized templates for Service Level Agreements, Customer-RfCs and Service Improvement Programs, Coordination of the development of comprehensive Customer Portals for Ticket-Reception and Service Level Reporting.Design of processes and structures for the cooperation of the sales regions in Miami, Singapore and Frankfurt with the production units in Berlin, Zurich, Gdansk, Budapest and Frankfurt.Managing strategically important projects with a comprehensive overview of the necessary relations and dependencies. Analysis of processes and workflows during the implementation of Service Improvement Programs for projects as well as for line organisations.Process Owner Service Level - and Service Catalogue ManagementProcess Responsible Customer RfC Management and Problem Management

Management of the Service Management Framework. Personnel management and process responsibility for the IT Service Management processes (processdesign and -introduction including trainings). Consulting of implementation projects for optimized operations prepraration. Harmonisation of Service Level Agreements, used Software-Tools and Business processes within Lufthansa Systems.Identifying measures for establishing a better monitoring of the IT-environment and optimize the cooperation between the production teams in Kelsterbach, Raunheim, Berlin, Buenos Aires und Sao Paolo.Having the Process-Responsibility for Incident-, Change-, Service Level-, RfC- and Configuration Management, Service Operation, Request Fulfilment, Service Takeover and Service Suspension requires the presentation of those processes as well as the training and introduction in Raunheim, Kelsterbach, Berlin and Budapest. Controlling the contractual negotiations as Solution Architet for the IT-Outsourcing Opportunity CAIPI over a period of 6 months.

Design of IT-solutions, Service Management processes and IT infrastructure architectures in the course of the IT-outsourcing project COPS&A for LH Passage. During the migration of over 100 IT-systems (hardware and applications) from operations at several providers to Lufthansa Systems contractual negotiations with customers, business partners within and external to Lufthansa.

Management of the team Ops Control Information ( Flight Information Systems, Ops - Dashboard Solutions and development of the StarNet for the Star Alliance), Management of the project managers, personnel management, profit & loss responsibility. In parallel, design of the introduction of the Rational Unified Process within Lufthansa Systems Airline Services. Concerning the development of the Star net negotiations with the IT company Eland/SITA in Dublin and coordination of the ressources of LSY Hungaria.

Financial and technical product responsibility for maintenance and development of the flight information system TANGO. Due to the large number of continuously necessary adapations of the system to new or changed business processes for Lufthansa Passage, a large number of release changes as well as an enormous volume of Requests for Change was to be managed.

Technical management of the replacement of legacy systems on Unisys mainframe by the client/server flight information system TANGO. Project planning and -control, personnel management of the project team consisting of development team, test team and software developers of LSY Hungaria in Budapest. Negotiation with the customer representatives of the affected airlines. Operational control of the cutover-procedures for the replacement of the legacy system and the migration to the new architecture. Over the period of one year, the business logic was transferred during several cutover-activities from the legacy system to the new architecture.

Project manager development server components: Project Management and personnel management for the interfaces and server components (database, middleware, Business logic, mainframe) of the flight information system TANGO. Architecture Review, -Design and -Refactoring as well as the introduction of automated testing and iterative Software development methods.

Evaluation of different middleware concepts (CORBA vs. Transaction monitoring systems). Conception and Design of middleware and server components of the Flight Information System TANGO. Implementation of the CORBA-based solution in C++ and Java on Unix and Windows.

Diploma thesis within the software development project TANGO: implementation of a flight information system for the replacement of the legacy systems on Unisys mainframe. Development of the middleware-framework for the productive use within TANGO.

Software-Development of interfaces, transaction processing and batch jobs for the flight planning systems of Lufthansa on the Unisys mainframe computer in Fortran 77; in parallel studying Inforation Science in Wiesbaden, Germany.