Sascha Zöller

Personal Information

Date of Birth: 21. Juli 1970

married

German

Counsellor

since 1998

Language

• German (Native Language)

• English (project and business fluent)

Experiences

• Business coach for data-driven business models (digital sales promotion)
• Program/Project Manager/Project Manager

Core Competencies

• Strategy projects of customer acquisition and development
• product development
• service management

Branches

• Automotive
• Finance
• Telecommunication

• Online Media, Internet

• Music industry

Education

• „Diplom-Kaufmann“ (Economic informatic, Finance, Production)
• Project-Manager (PMP after PMI)
• ITIL Service Manager (certified)
• Risk Manager (certified)

Skills

• Strategy consulting (BMC) for product development
• communication competence
• team player
• result oriented

Utilization

Up to 100%

Location

Germany, Austria, Switzerland, international

Publication/Author

Ja zur Digitalisierung! Mit der richtigen Einstellung die Zukunftsfähigkeit des Unternehmens sichern. Link
 

More (German) publication can be found here.

Business Coach/Project Leader

Customer

Transfracht und DBIS (Tochtergesellschaften der DBCARGO)

Project

Implementation of an international, group-wide HR software (16 countries)

Branch

 Logistic

Success Criteria

Ensuring quality of the go-live date

Time/Budget

04/2019 – 05/2019 / < 500.000 Euro

Type of project

Time and Material

Assignments

Ensuring the Go-Live

Results

The project manager had to leave the project at short notice and 5 weeks before go-live. My task was to record all current and critical tasks for go-live (data validation, data catch-up, testing and processing of open points). These tasks had to be completed by the team promptly and in the required quality. Where it was technically and technically possible for me, I supported the team.

Business Coach/Project Leader

Customer

Daimler Mobility Solution (100%ige Daughter der Daimler Financial Solution)

Project

Introduction and further development of a new, international payment solution (Mercedes Pay) for the automotive industry

Branch

 Automotive

Success Criteria

Stabilisation of all ongoing implementation projects and definition of an international business model for the further development of the payment solution.

Time/Budget

02/2018 – 12/2018 / > 5.000.000 Euro

Type of project

Time and Material

Assignments

5 projects have been assigned to me at the beginning of the project. They have been started and all had the same status RED. My major task was to stabilize the projects and to ensure the agreed go-live date in time and quality.

Based on my previous experience, I was given the responsibility during the ongoing project to create standards in the area of roll-out efficiency and roll them out into the team. In addition, I was entrusted with the task of developing a procedure for rolling out the payment solution in the next 30 countries.

Results

All 5 international projects have been stabilized (changeover to agile approach and additional intensification of communication). 2 out of 5 projects were able to meet the go-live deadline according to planning. 3 of the 5 projects had to be postponed due to reasons in the product development and could be handed over in a stabilized status to internal employees for further processing. Roll-out concept and establishment of standard were created and implemented in a first phase. During the phases of product development (payment), I was repeatedly called in as an expert for business model design for the overall strategy.

Project Leader

Customer

KVN - Kassenärztliche Vereinigung Niedersachsen

Project

Migration of the master data and accounting system to a standard solution

Branch

Kassenärztliche Versorgung

Success Criteria

Ensuring production during the project and after the changeover

Time/Budget

12/2016 – 11/2017 / > 4.000.000 Euro

Type of project

Time and Material

Assignments

Development of project scope, project definitions and objectives. Independent definition of work packages with regard to accessibility and quality. Creation of project plans. Management of project teams (internal and external) - 11 FTEs. Independent planning and moderation of workshops including goal achievement. Moderator and project communicator between business and IT. General project controlling and risk management. Presentation of results and communication at any project and company level (up to C level). Due to the special constellation the project and the subprojects agile (Scrum) and classic (waterfall/V-model) were planned (so-called hybrid project planning). Creation of project plans (incl. capacity and resource planning, reporting (budget/utilization/time/completion), project portfolio and multi-project management, definition and creation of project workflows, requirements analysis (collection and documentation/requirements specification), contribution of special knowledge about master data applications in medical care, history, archiving and cleansing, data backup and storage, master data maintenance, technical understanding (network, ODBC, JDBC interface), data quality assurance, derivation of migration steps. Close coordination with the external main supplier due to the different process models (waterfall/agil).

Tools used: Project Web App (release of project hours with Solvin Track Timesheet, Reporting/Budget/Utilization/Completion/Resources, Admin); Atlassian (Confluence/Jira - creation of tickets, reporting of the agile procedure Scrum/Kanban, protocols, lists, Meeting/Workshop documentation, import/export function), general Office products (Excel - pivot, matrix tables; Word, PowerPoint, Outlook) PMI, Prince 2, Scrum, ITIL, Risk Management, Kanban Board

Results

Ensuring all technical and functional dependencies on the master data system during the project phase and after the complete migration.

Project Leader

Customer

Bremer Landesbank

Project

Design and roll out of a redundancy level concept within the ITSCM and BCM framework and building a new Project Management Office

Branch

Finance

Success Criteria

Design procedures in case of failure of a data center

Time/Budget

05/2016 – 11/2016 / > 150.000 Euro

Type of project

Time and Material

Assignments

The customer operates 2 identical data centers which are designed redundantly. These data centers are completely virtualized and will receive a completely new data center architecture by the end of 2016 (challenge). How does the bank behave if one of the two data centers are not available? What measures and procedures must be taken to ensure that bank-critical processes are not impaired? Concept of replacing non-critical processes with critical processes of the bank. Inclusion and mandatory implementation of the requirements of BaFin and ECB. In addition, more than 160 findings are to be coordinated in a PMO, which must be closed at the end of 2016(!). For this a PMO will be set up and operated by me.

Results

Creating and rolling out a redundancy level concept. This concept regulates which coordinated measures and procedures apply in the event of the complete failure of one of the two existing data centre. Development and introduction of a more complete documentation (budget, quality, documentation, planning, risk) in a new internal PMO revision security. The concept was created and an internal PMO was set up.

Project Leader

Customer

business-on.de/muenchen und business-on.de/suedbaden, Köln

Project

Strategic expansion of a regional online media platform

Branch

Online Media

Success Criteria

Increasing access to the portals and increasing marketing

Time/Budget

07/2015 – 02/2016 / > 100.000 Euro

Type of project

Time and Material

Assignments

Conceptual further development of the existing editorial office incl. creation of an editorial plan. Analysis of the statistics with measures. Creation of a sales strategy. Editorial staff with the CMS system.

Result

Increase in the number of unique visitors and the length of stay. Reduction of the bounce rate and increase of the number of read pages per visitor (quality increase). Increase in sales volume. The number of hits by unique visitors, the number of pages read and the length of stay increased (+23%). Also, the sales volume, although not as planned (+82%). Creation and publication of several own SEO articles

Project Leader

Customer

Privat Customer, Cologne

Project

Preparation of an acquisition of a regional medium-sized company

Branch

Service (Craftsmanship)

Success Criteria

Preparation of all documents required for the purchase including company evaluation and approval of all necessary partners (banks, etc.)

Time/Budget

03/2015 – 06/2015 / > 750.000 Euro

Type of project

Value Based

Assignments

Due diligence including company valuation and purchase analysis, purchase price determination and negotiation. Conducting bank discussions and bank selection on the basis of defined criteria. Preparation of a business plan including financial key figures (turnover planning, profit and loss statement, investment volume, capital requirements, cost planning, liquidity planning, profitability forecast). General opportunity/risk assessment for buyer and financing bank.

Result

Achievement of last round of last two buyer. Despite financing commitment, the purchase could not be concluded. The company was sold to the competitor buyer.

Project Leader

Customer

ICE Services AB, Stockholm (Sweden)

Project

Strategic business expansion from Stockholm (Sweden) to Berlin (Germany)

Branch

Music

Success Criteria

Start and operation of a completely new office within four months and subsequent expansion

Time/Budget

07/2014 – 03/2015 / >700.000 Euro

Type of project

Value Based

Assignments

Requirement analysis, real estate search, GmbH foundation, development and furnishing, HR-Recruiting, training, international IT connection (infrastructure, security, availability, back-up). Ensuring international operational expansion without business interruption (risk assessment). Carve-out of the international IT service and establishment of the new location in Berlin. Definition of IT security, DHCP connection and DNS distribution across all locations (London, Stockholm, Berlin, Remote) and selection of service partners. Strategic project at C-Level.

Follow-up order: After the start, the new office size was to expand from 500 sqm to over 3,000 sqm. Reason: Relocation of further international units to Berlin. Not planned before project started.

Results

Office could go into operation mode after four months of start of the project.

Proposals for the expansion of the office were worked out and submitted to the Executive Board for decision. The project was successfully completed and handed over to several internal employees.

Strategyzer

Strategyzer Masterclass - Business Model Innovation (Business Model Canvas, Value Proposition Design)

Matthias Kolbusa

Million Dollar Consulting Business
Secrets of Million Dollar Consulting
From “Time and Material to Value Based Fee”

Hermann Scherer/

Scherer Academy

High-Performance Intensive-Coaching (H. Scherer, A. Bornhäußer, S. Etrillard, etc.)

Storytelling and contract law (Veit Etzold Achim Zimmermann)

High-Performance acting-Training (Hendrik Martz, Jim Walker)

Acting & directing for speakers and experts for the stage (Hendrik Martz, Jim Walker)

Stage-Performance (Andreas Bornhäußer)

Finding leads and turning into long term customer (Dirk Kreuter)

Online-Marketing-Strategy (Felix Beilharz)

Philosophy (Prof. Dr. mult. Nikolaus Knoepffler)

Mütze Korsch
RA-gesellschaft mbH

Economic and legal framework conditions of reorganization and insolvency

TÜV Süd

Risk Manager TÜV (certified)

Serview

ITIL Foundation (certified)

ITIL Service Manager (certified)

„Next Steps“

Project management PMP (PMI)

Peoplesoft

Business Process Design

Project management

KPMG Consulting

ERP Implementation Methodology

Business Performance Improvement

TCI Transformation Consulting International GmbH

Business-on.de

FinLab

SDD Consulting

4-advice

Colliers

Ginkgo Management

Microsoft Office

OpenProject/MyProject

Wordpress

Microsoft SharePoint

MS Visio und MS Project

Atlassian – Confluence und Jira