Niclas von Buchwaldt

- Budget accountability of ca. 7 Mio.€, 65 employees, direct report to CHRO - Implement new HR Operating Model - Drive digitalisation agenda of global HR unit - Redefine HR Controlling role and team set-up - Define Payroll sourcing agenda and run tender for European payroll operations

- Budget accountability of ca. 10 Mio.€, 60 employees, direct report to CHRO - Setting up an integrated HR Shared Services Centre after merger with E-Plus - Driving HR digitalization by implementing SAP SuccessFactors, self-service portal, ticketing system, document management system incl. e-signature, RPA, digital file mgmt., CITAX, HR4You, AI based skill matching portal - Optimization of payroll service operations incl. payroll service tender - Implementation of a new managed service provider concept

- Advisory of B2B managing director and senior leadership team on strategic HR topics - HR project lead for the merger of E-Plus and Telefónica retail companies (ca. 2,000 employees) incl. workers council negotiations and project implementation - Lead for workers council negotiations in the course of the merger of Telefónica Germany GmbH & Co. OHG and the E-Plus Mobilfunk GmbH - HR project lead for the design, workers council negotiations and implementation of a common reward & commissions system

10 employees, direct report to Managing Director - Performance management & analytics of TEF Germany’s Wholesale unit (>2bn€ revenues) - Steering and coordination of post-merger integration activities such as a partner-portfolio-strategy, tracking of synergy targets, harmonization of billing systems

- Budget planning and steering of the „Service & Sales“ unit for B2C and B2B - Design and implementation of a multichannel sales performance steering approach - Development and implementation of a cross-channel customer feedback system - Design of digital customer journeys to derive a future IT architecture strategy - Enhancement of sales commissions in order to achieve RoI improvement by 10%

- Budget planning and steering of the Customer Service unit (>200 Mio. € EBITDA) - Development of the Customer Service strategy incl. the initialization of the e-Care strategy in order to reduce call volume and to introduce “Sales in Service” - Implementation of 500m€ outsourcing agreement with Customer Service outsourcing partner

- Post-Merger Integration Officer for merger of Telefónica o2 Germany and fix-net provider HanseNet (ALICE) GmbH in Hamburg; reporting to CEO - Set-up and steering of holistic integration program approach including various sub-streams ranging over all functions of the Company in order to realize a total synergy target of 900m€ - Planning, steering and tracking of all integration activities incl. the design of a target organisation and the realization of a head count reduction by 14%

- Coordination and steering of all corporate management and steering boards - Preparation of the CEO’s internal and external communication agenda - Project lead of several transformation projects such as restructuring program (Re-Start) and employee engagement program („People Promise“)

- Post-merger implementation project responsible for Brand Management, Finance, Controlling, HR and Procurement - Strategy redesign and reorganisation project of the HR IT department - Change management initiative to integrate the European operational business units of a Customer Service Unit - Post-merger cultural integration program - Change management project of an SAP industry solution development and implementation program - Project lead to define and implement an HR controlling tool

Dienstleistungsmanagement, Wirtschaftsinformatik, Spanisch