Work that
moved things
forward.
Five projects from inside large-scale IT environments: strategic IT planning, portfolio governance, enterprise architecture, platform delivery, and operational transformation.
Portfolio Governance Overhaul
MAN Truck & Bus SE - Munich, Germany
90+ concurrent IT projects across a multi-million euro portfolio brought under one governance framework at MAN Truck & Bus SE. Budget variance came down from 13% to 5% over two annual cycles. Decision-cycle time shortened by roughly 40% after reshaping the steering setup. Reporting consolidated into a Power BI environment fed from SAP, used directly by the CIO. The starting point was less tidy. MAN Truck & Bus SE, part of the TRATON Group, runs one of the most complex IT landscapes in European heavy manufacturing. Simultaneous delivery in eight domains across multiple countries. The portfolio had grown organically for years. By the time governance became a priority, 90+ active projects were being tracked across disconnected spreadsheets and individually maintained status reports, with no consistent selection methodology and no reliable single source of truth for leadership.
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 operational cost increased and would again increase exponentially per year. The annual planning cycle consumed weeks of manual effort with low reliability.
Redesigned the project selection and scoring framework, introducing a weighted prioritisation model that balanced strategic fit, resource capacity, and benefit realisation probability. Budget forecasting was rebuilt with a structured deviation tracking mechanism. Reporting was centralised into a Power BI environment fed by SAP data. The steering committee and IT board meetings were prepared and presented together with the CIO, with a weekly portfolio sync, monthly steering with around 20 directors, and quarterly board reviews.
over two annual cycles
after reshaping the steering setup
adopted for all annual planning cycles
Enterprise Architecture Management Setup
MAN Truck & Bus SE - LeanIX implementation
Enterprise architecture management set up from scratch on LeanIX, across around 1,900 applications. Process and ownership were defined across divisions from the CIO head office; data was migrated from CMDB and other source systems. EA data connected to the portfolio governance reporting layer. Going in, MAN had no central view of its enterprise application landscape. Architectural decisions were being made without visibility of dependencies, technical debt, or application lifecycle status. Data about what systems existed, who owned them, and how they connected was scattered across the organisation and largely undocumented.
No application inventory existed as a single source of truth. Data had to be gathered from CMDB, asset management systems, and individual business units, many of whom had not previously contributed to any centralised EA process. Application ownership was unclear and contested in several areas. The EA model had to serve architects, portfolio managers, and business stakeholders with different information needs from the same data structure.
Designed the LeanIX data model and information architecture, defined application ownership across the divisions, and ran the data migration from CMDB and other source systems. Adoption was built up across the target teams through structured onboarding, training and documentation. The final integration connected EA data with the portfolio management layer.
from a zero baseline
landscape view for the organisation
governance reporting layer
5-Year IT Roadmap & AI Investment Framework
MAN Truck & Bus SE / TRATON Group
Proposed shifting from year-to-year IT planning to a multi-year roadmap approach; the proposal was taken up and replaced the annual-only planning cycle. In parallel, proposed a structured framework for evaluating AI use cases by business value; adopted at MAN Truck & Bus SE in 2024. A delivery standard for surfacing project overlaps between brands was adopted more widely across TRATON as part of the same initiative. Going in, technology investment decisions were made on a single-year horizon with no shared multi-year strategy. Business units were assessing AI proposals independently and without a consistent methodology, with no way to compare them or establish governance at group level.
No multi-year IT planning existed. Technology plans across business units were disconnected and competed for the same group-level resources without a shared prioritisation framework. AI investment conversations were happening without a consistent evaluation methodology, and no basis for governance at group level.
Proposed moving from annual to multi-year IT planning; the approach was taken up and replaced the year-to-year cycle. Proposed a structured AI evaluation framework for assessing use cases by business value; adopted at MAN Truck & Bus SE in 2024. A delivery standard for surfacing project overlaps between brands was adopted more widely across TRATON as part of the same initiative.
replacing the year-to-year cycle
and adopted at MAN Truck & Bus SE
to surface project overlaps between brands
ITSM Delivery & Platform Migration
MAN Truck & Bus SE - ServiceNow & Jira
Product Owner for ServiceNow ITSM and LeanIX at MAN Truck & Bus SE, with internal project managers and architects as the main users. The work covered portal and form layout redesign within ServiceNow, and building an audit-trail process for IT incidents. Later this involved leading the migration from ServiceNow to Jira, and connecting ServiceNow, LeanIX and Jira into a single governance reporting layer. ServiceNow was MAN's primary ITSM platform, running IT service management for the entire Munich organisation. The PPM module was in active daily use by project managers across all eight divisions. Migrating a live system at that scale without disrupting active project management was the main operational constraint.
ServiceNow was running live daily across the organisation. Migrating it without disrupting active project management required careful preparation and cutover planning. The portal and form layouts had accumulated inconsistencies over time. Audit trail coverage was a compliance requirement that had to be built in. Stakeholder alignment on scope and timeline was an ongoing part of the work.
Held the Product Owner role across ServiceNow ITSM and LeanIX simultaneously, owning the backlog with internal PMs and architects as users. Reworked ServiceNow portal layouts and form design to address accumulated inconsistencies. Built an audit-trail process for IT incidents to meet compliance requirements. Led the ServiceNow-to-Jira migration. After the migration, ServiceNow, LeanIX and Jira were connected into one governance reporting layer.
backlog owned with PMs and architects as users
within ServiceNow
into one governance reporting layer
Production Digitisation & Operations Transformation
MAN Truck & Bus SE - Europe's 3rd largest automotive paint shop, 23 FTE
Defect rate cut by 80%, OEE up 8 percentage points, sick leave from 16% to 4% across a 23-person multi-shift operation in Europe's third-largest automotive paint shop, while running €650K technical projects on the side. The starting condition was a high-volume automotive paint shop running entirely on manual shift reporting, paper-based quality checks, and inspection data that arrived hours after a defect had already propagated down the line. Quality problems were often discovered at the end of a shift or the day after. The gap between where an error occurred and when it was detected created compounding waste that was difficult to attribute and impossible to prevent in real time. That was the problem. Solving it meant building new systems while leading the operation at full output.
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 live Power BI dashboards that replaced manual shift reporting and closed the quality detection gap from four hours to near real-time. Structured inspection protocols and operator checklists replaced ad-hoc checks. On the technical side, I executed capital projects up to €650K covering robotics installation, industrial HVAC systems, and heavy crane infrastructure, using rigorous scope control and milestone tracking throughout.
after Power BI digitisation
the paint shop operation
following operational transformation