As member of an expert team delivering an appraisal of the German Toll System.
In order to assess the functionality of the German satellite based Toll System an expert team under the leadership of a publicly certified expert performed a technical appraisal of the complex system.
This main appraisal and a number of additional appraisals were the basis of the decision of the responsible German Ministry of Traffic to allow the start of the toll collect system for 01.01.2006.
Roadshow for the marketing of a WLAN HotSpot service for flight passengers
Concept and implementation of a roadshow for the marketing of a new system for satellite-based inflight WLAN applications (e.g. HotSpot Service) on behalf of a consortium consisting of a large German telecommunications provider, a British aircraft equipment manufacturer and an American provider for satellite communication systems. The system was a replacement for the "Connectivity by Boeing" (CBB) offer on long-haul aircraft, which was unsuccessful due to excessive costs and should therefore be discontinued.
The leading airlines in Europe, the Gulf States, Southeast Asia, Taiwan and Japan should be won over to this new system approach. The technology presented at the time has now largely been introduced worldwide.
Assessment audits of troubled projects
Stocktaking of projects at risk was carried out with tailor-made expert teams. After identifying the causes or weaknesses of the project ("How bad is it really?"), a promising new approach was developed.
Frequently, a neutral external monitoring was then set up by the us, which ensured transparency with regard to the responsible management and, if desired, also with the customer for the further course of the project with regular, independent reports.
General project management of construction and start of the european wide largest biogas plant for direct injection into the gas grid
General project management of construction and start of the european wide largest biogas plant (2008) for direct injection into the gas grid
Project management of the construction and the biological and technical startup of a 10MW biogas plant for direct injection into the gas grid as part of the managerial support for a startup of a large German utility company:
General project management for generating a competitive quotation and then delivering of a dark fibre network (8000 km)
Management of a project to generate a quotation to deliver a German wide Dark Fibre Network to a global GSM Provider:
After receiving the order management of a project team (headcount 20, mostly shared resources) to deliver the network:
The project was finished fully compliant with the contract.
General project management of construction and handover of a high bit rate DWDM optical fibre backbone networks (3.600 km)
General Project Management of the construction of a nation wide high bit rate DWDM optical fibre backbone network as part of a pan-European net.
Start-up business
Management of a Start-up company (as CEO) with nationwide activities as broadband DSL provider for small and medium enterprises (SME)
Growth from 0 to about 85 employees within 6 months and moving company to Düsseldorf.
Start of all major company functions like:
Post merger integration and restructuring
Full integration of all activities of a middle sized company into the mother company as a consequence of an acquisition within a very short period. Main objective was to keep the continuity of the business while terminating most of the employees and closing of the company:
Turn around management
Turn around of a large (2 billion DM turnover) publicly listed company and reducing losses of 200 million DM to break even within one year.
Main achievements:
Business Planing and Budgeting
Generation Change
For Example for a mid sized family owned producing company:
