Credentials
„Future Yield"
Client: Agricultural Engineering (Revenue 2.0 bEUR)
2025; Role: Consultant
Initial Situation:
The client faced a decline in earnings driven by intense cost pressure, revenue volatility, and falling retail prices. Competitors had already begun implementing austerity measures. Additionally, US tariffs significantly impacted both top-line and bottom-line results due to the company's high share of revenue generated in the US market.
Objectives & Scope:
The goal was to implement a 10% cost reduction program. My responsibilities included:
Analyzing savings potential within Indirect Spend categories (Logistics, Fleet/Company Cars, Rental Workwear, Load Carriers, and C-parts).
Realizing these savings through strategic tendering (RFPs) and intensive negotiations.
Conducting individual strategic supplier meetings with key partners to secure significant price concessions.
Results:
Successfully executed supplier meetings and final contract negotiations.
Scope: 25 suppliers managed.
Purchasing Volume (Spend): €50 million.
Achieved Savings: €3.7 million.
„Procurement Initiative"
Client: Medical Technology (Revenue 2.4 bEUR)
2025; Role: Interim Manager
Initial Situation
The client operated with a decentralized Indirect Procurement organization. Three distinct business units were individually responsible for their own commodity strategies and operational projects. There was minimal cross-divisional exchange or collaboration to identify synergies and define unified market approaches (e.g., joint tendering or volume bundling). Consequently, the value contribution of Indirect Procurement—in terms of governance, cost savings, process efficiency, and innovation—remained low.
Objectives & Scope
The primary focus was to establish a governance structure and a cross-divisional procurement network. Key objectives included:
Conducting opportunity assessments for specific categories (Temporary Labor, Facility Cleaning, Fleet/Company Cars, and IT Services) to identify potential for future centrally-managed strategies.
Implementing cross-site standardized tenders to generate savings and improve processes.
Establishing a formal network to facilitate communication and project alignment across the business units.
Results
Successfully established a cross-divisional procurement network with fixed communication routines and synchronized project planning.
Provided critical insights and a roadmap for a future centralized procurement organization with a significant value-add.
Projects: 7 successfully completed.
Purchasing Volume (Spend): €23 million.
Achieved Savings:€1.5 million.
„Transformation Indirect Spend“
Client: Telecommunications (Revenue 0.5bEUR)
2023; Role: Consultant
The client's primary focus is on the commercial and subsidized expansion of fiber-optic networks. While the construction and technical procurement departments were established, the Indirect Procurement function required professionalization and strategic positioning. Additionally, the client needed to recruit and onboard a Team Lead for Indirect Procurement.
Objectives & Scope
The goal was to position Indirect Procurement as a strategic business partner within the company. Key objectives included:
Developing commodity strategies for key categories (IT, Professional Services, Marketing, Facility Management, etc.).
Defining value-add metrics and establishing methodologies to measure procurement's contribution.
Managing the recruitment and onboarding process for the new Team Lead for Indirect Spend.
Results:
Successfully established Indirect Procurement as a key driver of corporate purchasing activities and fostered strong integration with the specialist departments.
Developed and implemented comprehensive commodity strategies.
Completed the structured onboarding of the new Team Lead.
„Head Procurement“
Client: Telecommunication (Revenue 0.5 bEUR)
2023; Role: Interim Manager
Initial Situation:
The client focuses on the commercial and subsidized expansion of fiber-optic networks, backed significantly by institutional investors. Due to rapid scaling, the corporate structure—including the procurement organization—had to be built quickly. Following the departure of the Head of Procurement after only a few months, the organization required stabilization and further resource expansion, with a primary focus on Construction and Technical Procurement. The ultimate objective was to recruit a permanent Head of Procurement.
Objectives & Scope:
Managing both operational and strategic procurement functions.
Positioning the procurement department as a strategic business partner within the company.
Developing commodity strategies for both direct and indirect spend.
Driving talent acquisition and personnel development within the team.
Results:
Interim leadership of the procurement department and management of 10 FTEs for a period of 8 months.
Successfully established procurement as a proactive driver of company activities and integrated the department with specialist business units.
Ensured security of supply through targeted supplier selection and supply chain risk mitigation (in the context of the Ukraine conflict).
Developed and executed comprehensive commodity strategies.
Completed the structured onboarding of the new permanent Head of Procurement.