Track Record

50Hertz – Building the Next-Gen Settlement Tool Link to heading

At 50Hertz, one of Germany’s four energy-grid-transmission system operators, I’m part of a team building a modern accounting tool to gradually replace an outdated legacy system that’s been running core energy settlement processes for over 30 years. The existing platform is still in operation, maintained by a separate team, but after an in-depth analysis of the codebase and team structure, we concluded that refactoring the legacy system wasn’t viable — poor code quality, an outdated tech-stack, and dysfunctional team dynamics made it a dead end.

Solution:
Together with a senior software engineer, I kicked off the initiative and laid the foundation for what is now a cross-functional team of seven: three internal developers, a product owner, a software architect, and (starting April 2025) a junior developer. We’re also supported by an external UX designer.

We began with a particularly complex settlement process that became the core of our MVP. The MVP has since gone live and proven itself in real usage, allowing us to extend the platform incrementally — process by process — and gradually replace the legacy system in a sustainable and validated way.

Outcome:

  • The MVP successfully launched and is now being extended to additional processes
  • One of the first truly agile teams within the organization, with strong ownership and team spirit
  • Clear roles, high trust, and fast decision-making lead to exceptional team efficiency

My role has been central across all stages:

  • Identifying the initial use case and mapping it into a usable process model
  • Supporting early product decisions using insights from key users and the legacy platform
  • Avoiding repeat mistakes by deeply understanding how the old system evolved

The project is ongoing and expected to run for at least two more years, depending on the traction we maintain.

Time-Slot Management App at LEIPA Group Link to heading

Over a period of 1.5 years at LEIPA, I led a project to overhaul an inefficient implementation of the Transporeon SaaS timeslot management system. This system was used to coordinate the entry of 250+ trucks daily through three factory gates.

Initial Issues:

  • The timeslot system was disconnected from real-time truck data.
  • There was no feedback loop to adjust for delays, early arrivals or no-shows.
  • The system lacked prioritization based on punctuality or demand peaks.

Solution: We redefined the system to ensure a high likelihood of factory entry within a booked slot, based on truck arrival times. I led a team of external developers to build a backend system, integrated with the yard management frontend, and developed a mobile app for truck drivers. We incorporated real-time data, including truck arrival history, geofencing, and capacity predictions, to create a dynamic timeslot shifting algorithm.

Outcome:

  • The new system provided truck drivers with real-time updates on their queue position and remaining wait time through the app. (!) A huge change for waiting drivers, who could now shower & pee while waiting, conveniently seeing their remaining waiting time on the phone, anywhere around the parking lots.
  • 15-minute reduction in lead time per truck.
  • Increased transparency and fairness in truck handling, with a reward system for punctuality.

This project, to me, demonstrated the critical difference between simply implementing software and leveraging the full potential implementing an actually smart customization to the standard to deliver tangible operational improvements.

SAP Implementation at LEIPA Group Link to heading

As the subproject manager for the logistics and warehousing component of the SAP Procurement implementation at LEIPA Group’s Schwedt factory, my role was crucial in ensuring the project’s success. The implementation followed a structured approach:

  1. Blueprinting Phase: We conducted a comprehensive legacy analysis to assess the wide range of tools and historically developed processes in use. Many of these legacy systems were inefficient and uncoordinated, making this step critical for shaping a streamlined solution.

  2. Customizing Phase: We identified several quick-win improvements. Notably, we enhanced automated reporting for key ramp shift managers, providing them with real-time data for more informed decision-making. Additionally, we developed a three-day procurement forecasting tool to better predict production and material capacity needs. This tool allowed for a better coordination across departments, eliminating misaligned forecasts.

Key Achievement: Despite the resignation of the previous subproject manager, who believed meeting the deadline wasn´t anymore impossible, I took over and led the team consiting of five internal stakeholders, three external consultants and two SAP programmers to not only meet the deadline but also achieve an almost smooth Go-Live phase without a high-impact production stop. This accomplishment showcased the strength of our collaboration.