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Work & approach

Start with operating reality. Build the system that can deliver.

I connect process, ownership, products, data and governance so transformation can work in daily operations.

Delivered work

Selected work. Measurable operational impact.

Selected work from my leadership roles at RWE, delivered with cross-functional teams.

01 / Delivered work

Offshore planning modernization

Situation
Complex offshore planning with fragmented workflows, local data sources and SAP PM/MM integration requirements.
My responsibility
Led the product and transformation work.
What changed
Led an integrated planning product suite and aligned operational, technical and commercial specialists around one workflow.
Result
Approximately 90% reduction in planning effort in the described planning context.

The estimated eight-figure value opportunity is not realized savings; the measured reduction concerns planning effort, not total operating cost.

~90%

less planning effort in the described planning context

Process · schematic

  1. 01Fragmented planning inputs
  2. 02SAP-connected planning workflow
  3. 03Coordinated operational plan

02 / Delivered work

Product organization & operating model

Situation
Fragmented IT and project delivery across international offshore operations.
My responsibility
Built and led the global digital product organization.
What changed
Introduced portfolio governance, persistent product ownership, leadership routines and cross-functional delivery structures.
Result
Scaled from 3 to 6 and ultimately 14 Product Owners and Lead Product Owners across a wider ecosystem of approximately 45 specialists.

3 → 6 → 14

Product Owners and Lead Product Owners as the organization scaled

Process · schematic

  1. 01Initial team
  2. 02Expanded ownership
  3. 03Scaled organization

The wider cross-functional ecosystem included approximately 45 specialists; they were not all direct reports.

03 / Delivered work

Digital warehouse workflows

Situation
Paper-based warehouse workflows and locally varied administrative routines across offshore locations.
My responsibility
Product and rollout leadership with operational and technology teams.
What changed
Standardized real-time digital workflows and coordinated adoption across multiple sites.
Result
25% reduction in administrative workload at one measured warehouse site.

25%

less administrative work at one measured warehouse site

Process · schematic

  1. 01Paper-based routines
  2. 02Digital real-time workflows
  3. 03Measured site result

Operating approach

Three phases, scaled to the mandate.

  1. 1

    Understand operations

    Priorities and a shared understanding of the problem

  2. 2

    Design execution

    Ownership, product and data structure, decisions

  3. 3

    Deliver and enable

    Working routines, adoption and internal capability

What carries across sectors

The same operating questions recur across industrial settings: how work flows, who decides, what data means and how teams learn.

  • 01Understand the workflow before choosing tools
  • 02Give products and processes lasting ownership
  • 03Connect source-system data to real decisions
  • 04Use governance as a practical working rhythm

A possible AI-assisted planning flow

This schematic shows how operational inputs could become a reviewed plan proposal. People retain responsibility for review, approval and execution.

Illustrative concept — not a delivered client project.
  1. 01Work orders, weather/access, crew and materials
  2. 02Prioritization and assisted plan proposal
  3. 03Human review and approval
  4. 04Execution and feedback

This illustration is unrelated to the historical ~90% reduction in planning effort. That result came from separate delivered planning modernization, not AI.

Next step

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