Joerg Gusek

Leading the international (Germany and Hungary) SO Account Lufthansa Project Management team. Coordination of the project portfolio (classical and agile approach) including reporting and supervision of projects, score cards and steering boards internally and with the client for project deliverables, timeline, risk management and cost. Overseeing the Project Management governance.

Leading the international (Germany and Hungary) SO Account Lufthansa Project Management team. Coordination of the project portfolio (classical and agile approach) including reporting and supervision of projects, score cards and steering boards internally and with the client for project deliverables, timeline, risk management and cost. Overseeing the Project Management governance.

Reporting directly to the SO Account Lufthansa (IBM Deutschland Aviation Industry Services GmbH executive board, accountability for the integration between Lufthansa Systems and IBM with a focus on commercial processes and tools. The resulting Order to Cash (O2C) program was a key element in the overall Transition & Transformation (T&T) Program and was designed as set of projects: Order Management, Service Catalogue & Offerings Integration, Consumption to Invoicing.

Reporting directly to the business unit executive, the Integrated Technology Services Vice President DACH, and acting as his default deputy. I acted as trusted business advisor to the VP oriented in the business unit’s operational, and strategic needs. Overseeing operational functions, ensuring efficient daily operations for the business unit. Developing and running the organization’s management system to achieve business performance objectives in financial and non-financial key performance criteria.

Reporting directly to the business unit executive, the Strategic Outsourcing Vice President DACH, and acting as his default deputy. I acted as trusted business advisor to the VP. Overseeing operational functions, ensuring efficient daily operations for the business unit . Leading the business performance management process execution against business targets on a weekly, monthly quarterly and yearly base to achieve the performance objectives in financial and non-financial key performance criteria.

The (Contract Business Operations ) CBO manager is responsible for the contract management and orchestrates, manages and checks the fulfillment of the contract deliverables. The CBO manager works closely together with the global PE and global DPE and account leadership team. This responsibilities include as core elements: Deliverables Management, Contract Change Management, Risk & Issue Management, Consumption Management, Interlock with Legal and Business Compliance and external Contract Governance.

Accountability for the SO portfolio including offering enablement and developing of the integrated and competitive offering roadmap. Leveraging market and competitive intelligence to identify innovation, trends and new customer needs and threats to SO and the SO offering portfolio. Connecting with IBM brands to drive incremental business, supporting key SO engagements. Identification and involvement of partners to expand and optimize the SO portfolio.

Manager Integrated Technology Services Service Product Line (SPL) Storage & Data Services Germany (07/2006 - 12/2008) IBM GTS Germany Market Development and Competitive Programs (10/2002 - 06/2006) 2nd Line Manager of “Unternehmensbereich Mitte” in SerCon GmbH (01/2002 - 09/2002) Manager of business area e-business integration in SerCon GmbH (09/2000 - 12/2001) Unit Manager in IBM Global Services / CGI (100% IBM Tochter) (01/2000 - 08/2000)

Manager of Center of Competence Windows NT for Commercial Banking. Manager of IT/Operations & Delivery for Investment Banking including Trading Floors (over 120 internal staff, reporting directly to the Divisional Director IT/Operations Investment Banking). Head of Software Development Front End Systems Investment Banking: (over 35 internal employees, reports to Head of IT/Operations Investment Banking Germany).