Tobias Rudolph

TÜV Rheinland is acquiring a lot of small/midsize companies (worldwide) to enhance their service portfolio. I was working as IT Project Manager to plan and coordinate the PMI (post merger integration). Responsibilities: • Identifying potential M&A targets as well as strategic partnerships and cooperations • Due Diligence of companies potentially to be acquired • Planning and Coordination of post-merger integration M&A projects • Stakeholder Management • Risk & Issue Management

Novartis started the M&A program “Orbit” for carving out its Generics division Sandoz. I was working in the workstream for ERP separation, primarily supporting the Project Manager. Responsibilities: • Coordination of strategic concept paper for separation and migration to AWS cloud data center • Project Charter preparation and submission • Stakeholder Management • Risk & Issue Management • Preparation and support of RFP process for selecting execution vendor

In the M&A carve-out project "PoP" to separate Arxada from Lonza I was responsible for coordinating the separation and migration of the SAP PO landscape and all interfaces from Lonza to Arxada. Responsibilities: • Coordination and planning activities to build new SAP PO landscape in Azure / SAP RISE cloud data center • Migration of all interfaces to new SAP PO landscape • Stakeholder Management • Cutover planning • Governance of execution vendor • Quality gateway

Daimler decided to outsource IT services to Infosys. In the "TAF" program for transitioning from Daimler to Infosys I was working as Service Transition Manager and Service Manager for plant Rastatt, acting as the „one face to the customer“. Responsibilities: • Service Transition of IT services from Daimler to Infosys for plant Rastatt • Service Management representing Infosys at plant Rastatt for all IT services • Service Portfolio Management • Escalation Management • Demand Management

In the M&A "Helix IT" program I was working in PMO, coordinating multiple separate projects within this program. Responsibilities: • Risk & Issue Management • Escalation Management • Status Reporting

In the M&A “JEDI” program to carve-out Alcon from Novartis I was responsible for Tollgate Management for the separation of key Enterprise Asset ERP applications as well as leading the data extraction team ("Books & Records"). Responsibilities: • Coordination, preparation and execution of project tollgates • Deliverables Management (in time, in quality) • Leading activities to select right amount of business data for extraction • Alignment with Legal and ISEC departments