Work that
moved things
forward.
Three case studies from inside large-scale IT environments — portfolio governance, platform implementation, and operational transformation. Each one measured by outcomes, not activity.
IT Project Portfolio Manager
MAN Truck & Bus SE — Munich, Germany
MAN Truck & Bus SE, part of the TRATON Group, runs one of the most complex IT landscapes in European heavy manufacturing. The IT department manages simultaneous delivery across product development, production, sales, and group-level shared services — operating in multiple countries and under continuous pressure from the parent group's governance requirements. As IT Project Portfolio Manager, I held responsibility for the full visibility and control of this environment: a large portfolio of concurrent IT projects spanning the full organisation.
The portfolio had grown organically over years without a consistent selection methodology. Project approvals were based on fragmented criteria, budget forecasts carried a systematic deviation of ~13%, and leadership received reporting from multiple disconnected sources — making strategic prioritisation nearly impossible. The annual planning cycle consumed weeks of manual effort with low reliability.
I redesigned the project selection and scoring framework from the ground up — introducing a risk-weighted prioritisation model that balanced strategic fit, resource capacity, and benefit realisation probability. Budget forecasting was rebuilt using a structured deviation-tracking mechanism. All reporting was centralised into a Power BI environment fed by SAP data — giving leadership a consistent, single-source view of portfolio health and accelerating executive decision cycles by 40%.
from ~13% to under 5%
time reduced via tailored BI reporting
adopted for all annual planning cycles
Portfolio dashboard & project scoring matrix — replace with screenshot or export from your Power BI environment.
Image placeholder · 1400 × 700 px recommendedImplementation PM & Product Owner
MAN Truck & Bus SE — ServiceNow & LeanIX
Enterprise platform programmes rarely fail on the technology — they fail on integration, stakeholder alignment, and delivery discipline. This mandate covered two concurrent platform initiatives: the full implementation of LeanIX as MAN's Enterprise Architecture management system, and a major process optimisation & migration project on the ServiceNow ITSM platform. Both required product ownership, vendor management, and the kind of cross-functional coordination that gets complicated fast in a large corporate structure.
LeanIX required building a complete data architecture and migration plan from scratch — including application landscape mapping and integration with existing CMDB sources. The ServiceNow work involved a live-environment Jira migration where any downtime would have cascaded across IT service management for the entire organisation. Internal stakeholder expectations across IT, architecture, and business units were frequently misaligned.
I drove structured product ownership across both platforms simultaneously — maintaining a unified backlog, coordinating vendor delivery teams, and running regular stakeholder reviews to keep scope controlled. The ServiceNow-to-Jira migration was executed with a 92% automated test coverage protocol, enabling zero-downtime cutover. The LeanIX integration was extended to provide unified governance reporting, connecting EA data with the portfolio management layer I had built in the preceding phase.
on the ServiceNow–Jira migration
after process optimisation
migration cutover
Platform architecture diagram — ServiceNow, LeanIX & Jira integration layer. Replace with architecture schematic or migration timeline from project documentation.
Image placeholder · 1400 × 700 px recommendedOperations, Team Lead & Technical Maintenance Planner
MAN Truck & Bus SE — Automotive manufacturing, 23 FTE
Eighteen years at MAN Truck & Bus SE — Europe's leading commercial vehicle manufacturer — spanning roles from apprentice to multi-shift operations leader and technical maintenance planner. This is the foundation that makes the IT work different: I understand automotive manufacturing environments from the inside, I understand what it costs when a system fails in a live production context, and I understand what it takes to lead teams through sustained high-pressure delivery. The project management fundamentals — scope control, accountability, measurement, continuous improvement — were learned in an environment where the margin for error was visible immediately on the shop floor.
The operation ran on manual processes that were error-prone, opaque, and difficult to scale. Technical infrastructure was ageing and the team lacked structured methods for tracking, reporting, or prioritising improvement work. Alongside day-to-day operational leadership, I had to scope and execute technical projects with budgets up to €650k — without a dedicated project organisation to support it.
I introduced structured digitisation projects to replace manual workflows — building reporting and tracking tools that gave the operation real-time visibility into performance. Automation reduced the main sources of human error, and I implemented a continuous improvement rhythm that became embedded in how the team operated. On the technical side, I drove execution of capital projects using rigorous scope control and milestone tracking, maintaining delivery despite constrained resources and an active operational environment.
error rate within 18 months
improvement
delivered on scope and schedule
OEE trend chart or process digitisation before/after overview. Replace with visualisation from project documentation or your operations reporting system.
Image placeholder · 1400 × 700 px recommendedEvery engagement. Same standard.
Measurable outcomes
Every project is scoped around a specific result — not activity, not hours, not deliverable lists. If there is no clear outcome to measure, the scope needs to change.
Stakeholder clarity
Executives and delivery teams need different things from the same information. I build reporting and communication structures that work for both without duplicating effort.
Complexity absorbed
Large portfolios, multi-vendor environments, live-system migrations — complexity is where most programmes slow down or fail. I treat it as a structural problem to solve, not a condition to accept.
Knowledge that stays
Methods, frameworks, and reporting structures built during an engagement should outlast the engagement. The goal is a capability left behind, not a dependency created.
Have a programme that needs
someone who has done it before?
Available for interim engagements, project-based delivery, and strategic advisory — on-site in Europe or fully remote from APAC.
If your situation doesn't fit neatly into a category — a hybrid governance problem, a portfolio in trouble, a platform migration that keeps slipping — that is exactly the kind of mandate I take on. Reach out with the context and we can figure out whether there's a fit.