About me

Guiding Principles

Both professionally and privately, I am described as reliable, goal-oriented, transparent and structured. My commitment to you as a customer is based on these qualities, coupled with a pinch of humor. Because at the end of the day, this work is a people business and with good team chemistry you overcome hurdles and celebrate successes.

Methods

As a certified project and procurement manager, I work primarily with these methods:

• Traditional und agile Project Management (PRINCE2, SCRUM)

• Holistic Procurement Management (Scotwork, BME)

• Human-Centered-Design (ISO)

Career stages and Mandates

Mandate in Oil & Gas (2024-2025)

Senior Project Manager Supplier Management

Standardization of Supplier Management of all Engineering categories with high focus on awarding and delivery model as well as strategic partnerships.

Beiersdorf AG: FMCG (2020-2024)

Global Category Manager CAPEX

Global responsibility for the construction projects and machinery material group. The focus was on creating procurement strategies and conducting negotiations for projects with investment volumes in the three-digit million Euro range.

Project Manager Indirect Procurement

Project lead for a strategic project that examined the cross-company procurement of indirect materials of the Maxingvest AG holding (Beiersdorf, Tesa, Tchibo) for optimization potential.

tesa SE: Chemicals (2019)

Olympus Surgical: Medtec (2017-2019)

Purchasing Manager Indirect Material

Responsible strategic purchasing manager of all material groups of indirect materials (construction, building services, machinery, IT, professional services) with an annual spend in the mid double-digit million Euro range.

Senior Strategic Buyer

Strategic Procurement and commercial project management for Indirect Material with the focus on the commodity IT (above all Software, Cloud-Solutions: transition from SAP onPrem to Cloud)

Mandate in the Fuel industry (2024-2025)

Projects, Challenges and Achievements

An excerpt of my tasks, services and results in recent years

Strategic Procurement

Creation and implementation of global material strategies for investment goods (annual investment XX m€). The short, medium and long-term action plan approved at C-level was continuously implemented as a team.

Project Procurement

Responsible project procurement manager for a 300 m€ greenfield factory construction (aerosol production) in Leipzig, GER. Development of the procurement structure and management of all investment goods tender packages until project completion. The cost increases caused by global crises (COVID, Ukraine war, Suez Canal blockade) were kept within limits through negotiations with savings of more than 20 m€.

Development of a project organization for a factory expansion in Indonesia. Responsible project manager for the design of the commercial part of the project. Created, applied and tracked standards for project management tools and KPI tracking (budget, time, quality).

Project Management & Consulting

Establishment of long-term supplier partnerships through the conclusion of several global framework agreements for production equipment. Fixed price, material and delivery time overviews led to a reduction in ordering costs and annual savings of over 10%.

Design of a supplier portfolio based on procurement market analyses including master data management to fulfill demands and to be compliant with the requirements of the Supply Chain Due Diligence Act.

Implementation of a global change management process with regional purchasing teams. Thanks to my functional leadership, process chains were better understood and a more open culture of exchange was created.

Ensuring the availability of materials and components for construction and machine technology during global crises. By working together with all the parties involved, it was possible to meet the schedule and budget plan to a large extent by bundling and flexibilizing demands.

Commercial management of complex greenfield and brownfield projects (construction, engineering and machinery) to develop project and award strategies as well as award packages. Negotiations of prices, contracts, variation orders and claims led to regular savings of over 10% per year.

Creation of the commercial part of project execution strategies during the concept phase. Among others, these strategies formed the basis for setting up the project organization, supplier selection, project reporting and tracking as well as internal project communication. The strategies were tracked applying the PDCA model.

Standardization of supplier management for all engineering services for the customer's individual technologies. A supplier engagement plan for integrating suitable suppliers for the respective programs was drawn up, approved and implemented. Strategic partners were then identified and established in the organization.