Clarify target state and requirements
Objectives, value, scope and business requirements are structured, assessed and translated into a reliable foundation for delivery.
Senior Transformation Manager · New engagements by arrangement
Structure complexity. Deliver transformation.
I connect strategy, business and IT into a controllable program — with clear decisions, robust requirements and a go-live that holds.
Herman Puhman
Senior IT Project & Transformation Manager
Explore
Client engagementsBechtle · O₂ Telefónica · Audi · Lufthansa · Amazon · ALDI Nord · ING
Digital & IT Transformation
Turning complexity into a plan you can trust.
Enterprise-wide transformation across technology, processes and systems — cleanly structured, prioritized and steered.
- End-to-end from requirement to rollout
- Cross-functional teams & multi-project steering
- Transparent budget, risk & quality control
Services
Services as an IT Project Manager and Business Analyst.
AnalyzeGoals, scope and requirements
AlignStakeholders and roadmap
DeliverTeams, risks and budget
LaunchGo-live and stabilization
01
Program & Project Management
Leading cross-functional teams and parallel workstreams — from roadmap to go-live.
02
Digital & IT Transformation
Enterprise-wide transformation across technology, processes and systems.
03
Agile Delivery & Product Ownership
Scrum, Kanban and SAFe in practice: backlog, sprint planning, prioritization, delivery.
04
Stakeholder & Change Management
The interface between business, IT and vendors — alignment at every level.
05
Business Analysis & Requirements Engineering
Eliciting business requirements, analyzing processes, structuring business cases and translating them into a reliable basis for delivery.
06
Budget & Risk Control
Transparent control of budget, quality, resources and risk throughout.
How I work
Digital transformation needs more than a project plan.
Successful IT transformation happens when the target state, business requirements, technical dependencies and operational impact are managed together. I create a reliable structure in which business, IT, management and external partners work toward the same roadmap.
As a Senior IT Project and Transformation Manager, I combine strategic program control with hands-on delivery. This includes business analysis, requirements management, prioritization, risk and budget control as well as rollout, go-live and stabilization.
Make the program controllable
Workstreams, milestones, budgets, risks and dependencies are consolidated into one control view with clear ownership.
Secure a sustainable rollout
Delivery, rollout and handover into operations are prepared together. Transformation does not end at go-live, but with stable processes and clear ownership.
Control, not status slides
A program must be decision-ready at a glance.
Progress, risks, dependencies and upcoming decisions are structured so management and teams can act.
- One control view for business and IT
- Clear owners for risks and dependencies
- Reporting that triggers decisions
Transformation program
Schematic
Target stateCompleted
DeliveryIn progress
RolloutPrepared
StabilizationPlanned
Next decision
Rollout approval
Due in steering committee
Key risk
Named, assessed, owned
Mitigation underway
Ownership
All topics clearly assigned
No unassigned ownership
Eincontrol view
Klareownership
Einroadmap
Agile Delivery
Delivering in iterations, not in promises.
Scrum, Kanban and SAFe in practice: backlog, sprint planning, prioritization and a go-live that holds — on time and on budget.
- Product ownership & backlog management
- Stakeholder alignment between business & IT
- Reporting that enables decisions
Selected work
Where I turned transformation into delivery.
My project experience ranges from enterprise IT transformation programs and platform migrations to digital products, process optimization and business analysis. The focus is always on clear requirements, reliable governance and delivery that works in operations.
Bechtle
Bechtle
Program and transformation lead — enterprise-wide transformation across technology, processes and systems.
2025–26
Telefónica
O2 Telefónica
Project Manager — platform migration in telecommunications, delivered with zero downtime at go-live.
2023–24
AUDI
Audi
Project Manager — build-out of the Audi Media Center incl. the full Audi Q8 product range.
2023
Lufthansa
Lufthansa
Multi-project lead — Inflight Entertainment for the Airbus A350 and extensions to in-flight connectivity (FlyNet).
2021–22
amazon
Amazon
Project Manager Event & Marketing — co-responsible for steering Prime Day in an international setting.
2021
ALDINord
Aldi Nord
Project Manager — product releases and content processes for the online shop.
2020
ING
ING
Business Analyst — interface between Product Owner and development in regulated banking.
About
Senior IT Project Manager with business analysis expertise.
Seven years, seven industries, one constant: bringing initiatives to go-live predictably.
I"m a freelance Senior IT Project and Transformation Manager delivering complex digitalization programs end to end — proven across international enterprise and transformation environments.
My approach pairs strategic perspective with hands-on execution: a clear eye on budget, risk and real business value — and cross-functional teams that deliver.
StudiesBusiness Informatics
PSM IProfessional Scrum Master
PSPO IProfessional Scrum Product Owner
AEVOIHK Trainer Certificate
ToolsJira · ServiceNow · Azure DevOps · AEM · Power BI
Frequently asked questions
What companies want to know before working together.
Which projects do you take on?
I run complex digital and IT transformation programs, platform migrations, rollouts and agile delivery — with a focus on several parallel workstreams through to go-live.
Do you also take on pure business analysis engagements?
Yes. I elicit and structure business requirements, analyse processes, develop business cases and translate between business units, IT and external vendors. I also take on advisory engagements as an IT consultant — assessment, target picture and concept design. My standard there: the result is a basis you can act on, not a presentation.
Do you also take on programs that are already in trouble?
Yes. I start with an assessment: what has been committed, what of that is realistic, which dependencies are unresolved and which decisions are missing. That produces a control view management can decide on.
Do you work remotely or on site?
Both. I work remotely, hybrid or on site as the project requires — in Bremen, Hamburg and across Germany.
Which methods and tools do you work with?
Depending on the project phase I work with Scrum, Kanban, SAFe or traditional project controls. On the tooling side I have hands-on experience with Jira, ServiceNow, Azure DevOps, AEM and Power BI.
Which engagement models do you work in?
Directly as a contract for work or services, through agencies and project service providers, and as a smaller commitment for advisory days or part-time engagements. Employee leasing is possible in exceptional cases.
When are you available?
I take on new engagements by arrangement. The start date depends on the current assignment and the scope of the role — if you need someone at short notice it is still worth asking, because consulting days and part-time mandates can usually be arranged faster than full program leadership. Tell me your preferred start and you will get a clear answer.
What does working together cost?
The daily rate depends on role and responsibility — leading a program with budget accountability is valued differently from a supporting analysis role. Tell me the role, scope and duration and you will get a concrete offer.
How does an enquiry work?
Send me a short description by email or LinkedIn: objective, project phase, the role you need, engagement model and planned start. You will get an honest assessment from me of whether and how I can help.
Let"s talk about your program.
Available for freelance engagements in IT project management, digital transformation and business analysis — remote, hybrid or on site.