SUMMARY OF QUALIFICATIONS successful CEO/CTO/CIO near- … Marc Wanderer.pdf · Crisis management...

May 16th, 1967 Swiss/Australian citizenship Weidstrasse 27 CH-8808 Pfäffikon +41 79 786 37 42 [email protected]

Marc Wanderer

Resume M. Wanderer, page 1 of 19

Pfäffikon,31.01.2021

To Whom It May Concern,

Since 2008 I have been working as a freelance interim manager. My core competence is digitalization and related topics.

For my customers, I assume vacancy-bridges in the ICT environment. These vacancies result, for example, from the fact that the definitive filling of a management position is not achieved in time, so that an interim solution is chosen for reasons of continuity.

In such a case, my role is to ensure an orderly handover, act as contact for internal and external stakeholders, stabilize the department, support the recruitment of the permanent successor and then hand the unit back to her/him.

Often, my clients also use my expertise to implement a prior structural adjustment in a transition phase and to realign the organizational unit. I am trained for such change processes and have the necessary experience with the appropriate soft skills.

My last field of activity is ICT crisis projects. Unfortunately, there are still too many IT projects that are massively over budget or even have to be written off completely. Here my experience helps me to properly analyze the project, to outline a feasible way with all stakeholders and then to implement it. Because with the creation of glossy presentations a problem is not yet solved. This requires an experienced and strong leadership personality, with the ability to execute.

I would very much like to assist you with your challenges and look forward hearing from you!

Many thanks and best regards

Marc Wanderer


SUMMARY OF QUALIFICATIONS Many years of experience in crisis management, as project or line manager (PM, VP/CEO/CTO/CIO). Successful transformation of companies/units/projects (rightsizing, restructuring, growth) Digital Business Transformation. Providing leadership to up to 100 employees. Experience with near- and offshoring, handling of major outsourcing projects. Master in Consulting and Coaching for Change (EMCCC), Master of Business Administration (MBA),

Master of Science (MSc) in Electrical and Electronic Engineering. Expert domain knowhow in ICT and Automation (industrial software development). Worked as expatriate during 8 years abroad, of those 6 years for Nestlé. International project management. Fluent in English, German, French. Knowledge in Spanish and Japanese.

WORK EXPERIENCE (Interim Management Assignments)

05/2019-06/2020 Stadler Rail Ltd. Bussnang (Railway industry) Technical Project Manager for ETCS upgrade Crisis management as project leader for ETCS - European Train Control System.

06/2018-12/2018 Debrunner König Holding St. Gallen (Steel and metal distribution) (CIO) Head Competence Center IT Providing leadership to the retained IT department after a full-outsourcing initiative to an

Indian provider. Transformation to a new “Digital&IT” Department, recruiting of missing competences. Coordinate the SAP (ECC 6.0, EHP7, HANA DB) development needs, migration to S/4 HANA. Handle the day-to-day support needs (ITIL) and infrastructure for 1’800 users in 30 locations.

01/2018-05/2018 Sempione Fashion Ltd. (Formerly Charles Vögele Ltd.)

Zurich (fashion apparel)

(CIO) Division Head ICT Provided strategic leadership to a team of 30+ FTEs, handle the day-to-day support needs

and infrastructure for 5000+ users in 6 countries. Overall responsibility for all ICT programs, budget (CHF 17 Mio) and related processes. Right size the team in accordance to the new cost footprint. Ensure the OVS integration projects (commitment, respect of deadlines, work quality). Supported the transition to a moratorium and subsequent bankruptcy proceedings.

01/2017-12/2017 management-coaching.biz Zurich (Management Consulting) Executive Management Coach As executive management coach I provide to my customers positive support, feedback and

advice on an individual or group basis to improve their personal effectiveness in the business setting.

07/2015 - 10/2016 Kuoni GTS Zurich (Travel, Tourism) CTO, VP of IT (Member of the executive board) Operational management of the IT department: Provided leadership for initially ca. 100

internal FTE and 80 external FTE. Strategic reorganisation/turnaround of the company: Project review and controlled shutdown of a major IT project (EUR 28M). Accountable for the IT part of the reorganisation/turnaround to reduce OPEX by EUR 30M. Supported M&A activities towards a new owner (share market delisting and transfer to PE). Supported IT infrastructure outsourcing to third party provider (EUR 200M contract).

Inte

rim M

anag

emen

t Ass

ignm

ents


11/2014 - 06/2015 Komax Medtech La Chaux-de-Fonds (Medical Assembly) Technical Director (Member of the executive board) Operational management of the Engineering Department: Provided leadership to the

Engineering Department (ca 60 FTE) composed of Mechanical Engineering, Software Engineering, Hardware Engineering, Vision Engineering and Technology Engineering (R&D). Strategic reorganisation/turnaround of the Engineering Department: As member of the executive board accountable for the turnaround of the company by right-sizing the workforce due to market changes. Process optimisation and recruiting of a new middle management layer.

06/2014 - 07/2014 Roche Diagnostics Ltd. Rotkreuz (Laboratory equipment) Management Support Management Support & Leadership coaching of the project team for the new generation of

laboratory analysis equipment. Project replanning, Risk management and Setup of change processes.

02/2013 - 09/2013 Sensirion Ltd. Stäfa (Sensor Chip Manufacturing) Head of IT (CIO) To allow further growth, strategic realignment of the entire IT department as separate

organisational unit attached directly to the CEO. Recruiting of the new CIO and setup of required hierarchical functions. Provided leadership to a team of 10 FTE, handle the day-to-day support needs and infrastructure for 600 users. Evaluate infrastructure outsourcing options according to ITIL.

11/2011 - 12/2012 AO Foundation Davos (Research, Medical devices) Senior IT Project Leader Crisis management as project leader (team size 25 FTE) of the strategic important web

portal. Direct budget responsibility: CHF 20 Mio. 07/2011 - 10/2011 Sias Ltd. (now Tecan Ltd.) Hombrechtikon (Laboratory automation) Head of software development Provided leadership and technical guidance to 10 software developers.

To allow further growth, strategic reorganisation of the entire SW department. Introduction of new structures and implementation of ALM (application lifecycle management). Operative management of the software department to provide the business with the required software modules for the operation of the pipetting robots.

07/2010 - 06/2011 Dolphin Systems Ltd. Wollerau (Communication) Business development manager / Project manager Evaluation of different ERP systems focussing on our CRM needs. Companywide roll out of

the new CRM Tool (MS Dynamics CRM). 09/2009 - 04/2010 BOMBARDIER Transportation Ltd. Zürich (Railway industry) Project manager TCMS Assisted the Director TCMS with the set-up of a new organisational unit (150 FTE). Support

in the area of the international project management, ensure timely delivery of the customer projects by establishing the required reporting structures.

Inte

rim M

anag

emen

t Ass

ignm

ents


12/2008 - 06/2009 RUAG Electronics Ltd. Bern (Defence, Electronics) Director Business Unit S&T (Member of the executive board) Rightsizing the department and skill-change => Turnaround management.

Strategic and operative management of business unit Simulation & Training to ensure stability throughout the turnaround. Provided leadership to 300 HW and SW engineers. Coordinated production facilities in Switzerland, Germany, Czech Republic and Malaysia. Full potential planning and reorganisation to adapt to market needs. P&L responsibility for all projects (Budget 2009: ca. CHF 100M). Ensure that the quality of the project delivery was maintained. International key account management.

01/2008 - 10/2008 ATTIKES DIADROMES S.A. Paiania, Greece (Highway operation) Senior Project Manager ICT Renewal of the company wide ICT platform composed of FAX & SMS servers with

connection to the internal SAP system.

Inte

rim M

anag

emen

t Ass

ignm

ents


WORK EXPERIENCE (Permanent positions)

10/2000 - 09/2007 Stöcklin Logistik Ltd.

10/2003 - 09/2007 Stöcklin Software Ltd. Rapperswil-Jona (Logistics software development) CEO (Member of the executive board Stöcklin Logistics Ltd.) Preparation of the take-over of this new subsidiary together with the owner.

Appointed managing director and assumed the responsibility for the strategic and operative management of this subsidiary (30 FTE). Head of SW Development (JAVA, J2SE, J2EE). As member of the executive board of the Stöcklin group (600 employees) in charge of defining and implementing the overall ICT strategy of the group. • Balanced Score Card, Pharma audit for FDA approval, ISO 9001 Audit.

10/2000 - 09/2003 Stöcklin Logistik Ltd. Dornach (Logistics, machine industry)

Manager Automation Develop the automation competence inside the group, to allow Stöcklin to become a

system supplier, rather than a sole supplier of mechanic components. Group-wide coordination of the different automation competence centres. Sales support.

01/1995 - 07/2000 Nestlé 03/1999 - 07/2000 Nestlé PTC Lisieux, France (On assignment from HQ)

CIO & Process Control Manager Coordinate the different process control projects, evaluate new technologies and

provide technological counselling to the markets (Nestlé Worldwide). As head of the IT department in charge of the local IS/IT.

09/1996 - 02/1999 Nestlé Dairy Products Melbourne, Australia (On assignment from HQ)

Project Engineer Control and Electrical As member of the project team for the installation of an A$70m ice cream plant in

charge of the installation of the factory wide control system. Installation of the ICT infrastructure and PLC/SCADA programming.

05/1995 - 08/1996 Nestlé Confectionery Melbourne, Australia (On assignment from HQ)

Project Engineer Control and Electrical As member of the factory engineering team in charge of the electrical/process control

part of the transfer of multiple food processing lines to Melbourne. PLC/SCADA programming.

Perm

anen

t pos

ition

s


EDUCATION 03/2015 - 07/2016 INSEAD, Fontainebleau France Executive Master in Consulting and Coaching for Change (EMCCC) 08/1996 - 07/1999 Deakin University, Melbourne Australia MBA (Master of Business Administration, Information Technology Management) 10/1988 - 03/1993 Swiss Federal Institute of Technology, EPFL Lausanne MSc (Master of Science) in Electrical and Electronic Engineering, Specialisation in

Control and Automation

LANGUAGES German Native Spoken & Written (Mother tongue) English Bilingual Spoken & Written (Lived&worked 4 years in Australia) French Bilingual Spoken & Written (Lived&worked 7 years in Lausanne, 2 years in France) Japanese Fair Spoken (Intensive language course and lived 1 year in Japan) Spanish Fair Spoken

SOCIAL ACTIVITIES / HOBBIES • Family • Karate (1st DAN, black belt) / Squash / Badminton • Advanced technology


Annexe: Testimonials (excerpt from)

Jürg Gygax, CEO Division Service Stadler Rail, Member of the Group Executive Board Stadler Rail AG

Jürg Bieri, CEO/CFO, Sempione Fashion AG

Alpana Banerjee, Global Head – HR, Kuoni GTS

Lukas Kreienbühl, CFO, Kuoni GTS

René Ronchetti, CEO, Komax Medtech

M. von Waldkirch, CEO, Sensirion AG

A. Bauman, Executive Director AOSpine

A. Günter, CEO, Sias AG

Vielen herzlichen Dank für deinen Support und die tolle Arbeit […] Gemeinsam haben wir Einiges erreicht und wir dürfen mit Stolz auf diese Zeit zurückblicken. Dir einen ganz speziellen Dank dafür.

Du warst eine wertvolle Stütze für uns und hast die Transformation/Reduktion sehr professionell umgesetzt.

We are highly appreciative of leadership ability, IT knowledge and ability to work in a team even in difficult situations and managing conflicts constructively.

To take the lead in the [Project] evaluation and explain why such a huge project needed to be stopped was indeed a very challenging tasks and you have mastered it in a very professional manner incl. the subsequent implementation.

Durch den Einsatz von Herrn Wanderer ist es gelungen, die Engineering Abteilung in kurzer Zeit neu zu strukturieren und deren Transparenz und Effizienz nachhaltig zu verbessern.

Herr Wanderer hat unsere IT in verschiedenen Punkten merklich nach vorne gebracht.

Very action oriented, outstanding crisis manager, Marc would be an asset to any employer and we recommend him for any endeavour he chooses to pursue.

Herr Wanderer verstand es Entscheide zu forcieren, indem er deren Notwendigkeit aufzeigte und mit den entsprechenden Analysen sowie gut ausgearbeiteten Lösungsansätzen überzeugte.


Annexe: Reference Stadler Rail (05/2019 – 6/2020) Position Technical Project Manager (Crisis Management) Achievements Project management ETCS Upgrade Tasks • Implementation of the customer specifications in compliance with the standards, regulations

and national requirements to be observed • Technical leadership of the project team • Support of the commercial project manager in drafting a contract addendum and creating

change requests • Communication with the customer / end customer and other internal and external bodies • Training and seamless handover to the permanent project manager

Key words ETCS (European Train Control System), Baseline3


Annexe: Reference Debrunnner Koenig Management AG (06/2018 – 12/2018) Position (CIO) Head Competence Center IT Achievements Operational management of the Retained IT department

Strategic transformation of the IT Tasks • Provided leadership to the Swiss Retained IT department after a full-outsourcing initiative to

an Indian Provider. • Transforming the IT to a newly created “Digitalisation & IT” Department, hiring/securing the

right competences. • Enhancement of the SAP platform (initial development cost: CHF 60 mio) • Handle the day-to-day support needs (ITIL) and infrastructure for 1’800 users in 30 locations.

Key words Steel and metal distribution, Retained IT, Full Outsourcing, ECC 6.0, EHP7, HANA DB, Migration auf S/4 HANA, ServiceNow, FrontRange, ITSM


Annexe: Reference Sempione Fashion Ltd. (01/2018 – 05/2018*) Position (CIO) Division Head ICT Achievements Operational management of the IT department

Strategic reorganisation/turnaround of the division Tasks • Provided strategic leadership to a team of 30+ FTEs, handle the day-to-day support needs

and infrastructure for 5000+ users in 6 countries. • Overall responsibility for all ICT programs, budget (CHF 17 Mio) and related processes • Right size the team in accordance to the new cost footprint. • Ensure the OVS integration projects (commitment, respect of deadlines, work quality) • Handover to a permanent replacement and ensure a smooth transition

Key words fashion apparel, collective redundancy, social plan (*) the assignment ended with the request by SF for composition moratorium


Annexe: Reference Kuoni GTS (07/2015 – 10/2016) Position CTO, VP of IT (Member of the executive board) Achievements Operational management of the IT department

Strategic reorganisation/turnaround of the company Digital Business Transformation Successful M&A towards a new owner

Tasks • Managed the divisional IT (initially ca. 100 internal FTE and 80 external FTE) • Project review and controlled shutdown of a major IT project (EUR 28M) • Accountable for the IT part of the reorganisation/turnaround to reduce OPEX by EUR 30M • Supported M&A activities towards a new owner (share market delisting and transfer to PE) • Supported IT infrastructure outsourcing to third party provider (EUR 200M contract)

Key words Travel, Tourism, Outsourcing, M&A, collective redundancy, social plan


Annexe: Reference Komax Medtech (11/2014 –07/2015) Position Technical Director (Member of the executive board) Achievements Operational management of the Engineering Department

Strategic reorganisation/turnaround of the Engineering Department Reorganisation/FTE right-sizing of the company due to market changes

Tasks • Operational management for the entire Engineering Department (ca 60 FTE) composed of Mechanical Engineering, Software Engineering, Hardware Engineering, Vision Engineering and Technology Engineering (R&D)

• As member of the executive board accountable for the turnaround of the company by right-sizing the workforce

• Process optimisation and recruiting of a new middle management layer Key words Medical, Validation GAMP, Automation, Assembly, collective redundancy, social plan


Annexe: Reference Sensirion Ltd. (02/2013 –09/2013)

Position Head of IT Achievements Operative management of the IT department

Strategic realignment of the entire IT department as separate organisational unit directly reporting to the CEO. Recruiting of the new CIO and setup of required hierarchical functions

Digital Business Transformation Tasks • To allow further growth, strategic realignment of the entire IT department as separate

organisational unit attached directly to the CEO. • Recruiting of the new CIO and setup of required hierarchical functions. • With a team of 10 employees, handle the day-to-day support needs and infrastructure for 600

users. Evaluate infrastructure outsourcing options according to ITIL

Key words 2 redundant HA-Cluster, VMWare ESXi, SAN, Active Directory 2008, Windows Server (2008 R2, 2012), MS-SQL (2005, 2008, 2012), Exchange 2010, ClearSwift, NetKey (SW Verteilung), WSUS, Kaspersky, Windows7, Office 2010, LAN, WAN, W-LAN, NetExtender (Sonicwall), MS Dynamics CRM, SAP-MES, Abacus


Annexe: Reference AO Foundation (11/2011 – 12/2012)

Position Senior IT Project Leader Achievements Project management/Crisis management Tasks Crisis management as project leader (team size 25 FTE) of the strategic important web portal. Direct

budget responsibility: CHF 20 Mio. Key words MS SharePoint 2010, C#.NET, SOA, Virtual learning, Education


Annexe: Reference Sias Ltd. (7/2011 – 10/2011)

Position Head of software development Achievements Strategic and operative management of the software development department (10 FTE)

Strategic realignment of the software development department Tasks • To allow further growth, strategic reorganisation of the entire SW department

• Introduction of new structures and implementation of ALM (application lifecycle management). Operative management of the software department to provide the business with the required software modules for the operation of the pipetting robots.

Key words Robotic, MS SharePoint 2010, C#.NET


Annexe: Reference Dolphin Systems Ltd. (7/2010 – 6/2011)

(Reference available through Werner Fuchs, CEO, 044 787 30 70)

Position Business development manager / Project manager Achievements Project manager ERP Evaluation

Project manager CRM Evaluation and implementation Tasks • Evaluation of different ERP systems focussing on our CRM needs. Companywide roll out of the

new CRM Tool (MS Dynamics CRM).

Key words MS SharePoint 2010, VB.NET, Java, MS Dynamics CRM 2011, OpenERP, SMS Visual Studio 2010, VB.Net, Java J2EE, MS Team Foundation Server, SAGE, Ms Dynamics CRM, vTiger, SalesLogix, jBilling


Annexe: Reference Bombardier Transportation Ltd. (9/2009 – 4/2010)

Position Project manager TCMS Achievements Reorganisation of the TCMS (Train control management system) department (150 FTE) Tasks Support of the Director TCMS with the set-up of a new organisational unit. Support in the area of the

international project management, ensure timely delivery of the customer projects by establishing the required reporting structures.

Key words Train-Automation, EN 50128 (SIL), RTOS, IP, Requirements management, Serena


Annexe: Reference RUAG Electronics Ltd. (12/2008 – 6/2009)

Position Director Business Unit S&T (Member of the executive board) Achievements Strategic and operative management of the Simulation and Training division with 300

employees Rightsizing the department and skill-change => Turnaround management P&L responsibility for all projects (Budget 2009: ca. CHF 100M)

Tasks • Strategic and operative Management of business unit Simulation & Training to ensure stability throughout the turnaround.

• Full potential planning and reorganisation to adapt to market • Ensure that the quality of the project delivery was maintained International key account management

Key words Industrial production, Virtual Simulation, CGF, RTOS, Serious games, Live Simulation, LASER code transmission, collective redundancy, social plan

.


Annexe: Reference Stöcklin Logistik Ltd. (10/2000 – 9/2007) Position CEO (Member of the executive board Stöcklin Logistics Ltd.) Achievements Strategic and operative management (30 employees), P&L responsibility

Head of SW Development (JAVA, J2SE, J2EE) Balanced Score Card Pharma audit for FDA approval, ISO 9001 Audit

Tasks • Stöcklin Software Ltd. was acquired in 10/2003 to develop the Warehouse Management Software for the Stöcklin installations. After preparing the take-over together with the owner, I was appointed managing director and assumed the responsibility for the strategic and operative management of this subsidiary. As member of the executive board of the Stöcklin group (600 employees) I was also in charge of defining and implementing the overall ICT strategy of the group.

Key words Logistics-Automation, JAVA, .NET, SAP R/3, FDA, GAMP, CFR 21 Part 11, SPS/PLC (Siemens), Step7, WinCC, QNX, RTOS, GMP/GAMP

SUMMARY OF QUALIFICATIONS successful CEO/CTO/CIO near- … Marc Wanderer.pdf · Crisis management...

Documents

Transcript of SUMMARY OF QUALIFICATIONS successful CEO/CTO/CIO near- … Marc Wanderer.pdf · Crisis management...