Stefan Vesenmeier

• Revamped internal project management processes to optimize efficiency and effectiveness, freeing Roche's internal project manager from general tasks. • General project activities like meeting facilitation, status reporting, risk management, etc. • Continuous adaptation of the teams' Way of Working to the changed conditions and the developing project team. • Planning and facilitating efficient on-site workshops (+20 attendees).

• Supporting the Service Landscape Review with the aim to reduce the service costs and optimize the service offerings for three Service units from pREDi. • Project to replace an over 15-year-old on-premises software by a new, future-proof, and state-of-the-art solution. • Project Initiation to work out a generally shared Project Goal, and the necessary resources and costs for the first project phase in 2023. • Supporting the internal project manager in setting up and managing the project as such.

Enabling customers and teams to create impact and to make the given vision true. My tools are: - Guiding organizations in establishing an agile culture - Helping teams to find and evolve their Way of Work - Leading organizations and people through change and transformation - Turning around projects that are on the verge of failing - Establishing optimal project, program and portfolio management

• Led and mentored the business PMs from various departments with the execution of different projects/initiatives. • Led CSV-relevant projects through the validation process. • Fostering the project's credibility and success by introducing a defined and active OCM (Organizational Change Management) and regular reporting against the project sponsors. • Managing to deliver the projects within the planned time and budget, and with the essential quality.

Supporting local IT department with the elaboration of the IT Project Portfolio for 2019.

The task was to adapt PMI’s PM method accordingly to Customer's needs and to incorporate it into the newly introduced GMP processes.

Project Rescue for a project with the objective to replacement the existing Master Data Provider by a new solution.

Project Rescue of compliance-driven initiative, to re-organize the access permission strategy of more than 2000 accounts (external partners).

Responsible for the team of 12 experts to run a Switzerland-wide replacement of around 2500 Windows XP clients with a new Windows 7 system.

Leiten und Steuern von Projekten und/oder IT-Teams; Interiems- und Turnaround PM; Infrastruktur-, Migrations- und Transformationsprojekte; Teambuliding; IT Risk Management; Engagement Manager. Frei für neue Mandate oder Aufgaben.

Supporting the "INTAKE Team" with preparing and verifying application installation for Windows 7, within the world biggest Windows 7 Migration Project (over 3 000 applications and about 80 000 Windows 7 clients).

Zuständig für interne IT Projekte. IT-mäßige Betreuung von Fachabteilungen bei ihren Anforderungen und Projekten. Führen der ext. Partner und Überwachung der SLAs auf Kunden- und auf Partner Seite. Zuständiger Servicemanager für den Windows Plattformbetrieb. Zuständiger Servicemanager für den Betrieb des lokalen LAN, inkl. der Security. Verantwortlich für Plattform- und Netzwerk Betrieb. Zuständig für den Betrieb der beiden lokalen Data Center.

Angefangen mit der Entwicklung von HMI. Zu meinen Aufgaben gehörten die Evaluation der Kundenanforderung, die Entwicklung, die Dokumentation, sowie die Installation eines selbstentwickelten Gießereispezifischen BDE-Systems. Im Januar 1999 übernahm ich die Leitung der Abteilung „PC Software / Automatisierung“ und damit auch die Führung von drei Mitarbeitern.

Programmierer in der Abteilung „Elektrischen Datenverarbeitung“. Objektorientierte Programmierung in C.

1983 – 1985 Lehre zum Telekommunikationselektroniker beim FA Freiburg. 85 – 86 und Anstellung bei der Deutschen Telekom im FB Rastatt bzw. 88 – 89 in Lörrach; Einsatz im Kunden und Störungsdienst in den Bereichen Vermittlungs-, Übertragungs- und BK-Technik.