ERGO Group AG, Düsseldorf – Chief Architect

Responsible for the Target IT architecture of ERGO Germany, ERGO International and ERGO Digital Ventures. Drives target state and roadmap definitions across IT for a 1bn EUR transformation program. Line responsibility for approx. 140people, annual budget of approx. 50m EUR.

Assignment: drive structural change into the IT landscape ofa large, multinational, multiline insurance. Key projects include: transformingthe sales channels (online company (approx. 20bn € annual premium income). Partof the IT leadership team during a multi-year, 1bn € digital transformationprogram, tied

agents, brokers, service center, web/mobile), transforming the omni-channel layers though 360° customer view (Salesforce Sales, Salesforce Marketing, Kafka), Big Data (Hadoop), and product/offer engines, and transforming the backend (mainframe COBOL DB2 to SAP and other standard packages). Innovation projects include Amazon Alexa, AI with Google’s TensorFlow, Robotics process automation with BluePrism.

Approach: Centralized all architects under myleadership, organized into Enterprise-, Solution- and Technical Architects.Hiring architects into digital units and augmenting external skills forskill-building and coaching.

Key Achievements: defined overall Target IT Architecture(TITA) – national and international. Defined specific targets and roadmaps forall major transformation programs. Established Lead Architects on all majorprojects to make sure implementation stays on track towards target. Establishedgovernance around architectural decisions, and tracking of targets, roadmapsand implementation (qualitative and quantitative).

Head of Technology Sales Support & Solution Architecture for Accenture Austria, Switzerland, Germany (ASG)

Assignment: create and run a professional technology pre-sales organization (solution architecture, for a project volume of approx. 1,3 bn USD)

Situation: sales and solution architecting were decentralized in industries and individual accounts. As a result, there was little reuse and standardization, and not enough collective learning from successes and failures.  Consequently, Accenture’s win rates suffered and cost of sales soared.

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Head of Technical Architecture Capability – Accenture India Delivery Centers

Assignment: Build a new capability and scale it up.

Situation: Technical Architecture skills were widely dispersed into industry and project teams. There was no critical mass, nor a common structure or identity. The architect’s career path was in low regard. Consequently, competent architects left Accenture and the firm had trouble staffing complex projects in India. This in turn cost the firm revenue, as clients were increasingly unwilling to pay high onshore rates for complex IT work.

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