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OLIVER SCHMITZ IT PROJEKTMANAGEMENT

Interim Management · Project Leadership

Strategy AdvisorProgram ManagerIT Project LeadTaskForceManagerHead of ITAgile CoachScrum MasterProduct OwnerStrategy Advisor

25 years of experience steering complex IT and transformation projects - from strategy to successful rollout, across eight industries.

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Oliver Schmitz

Career in numbers

Years on projects
25
Industries
8
Clients
17
Projects
40+
Project budgets
€3-150M
01

Profile

Business graduate (Dipl.-Betriebswirt, BA) specialised in business informatics, with a quarter-century of experience at the intersection of business, IT and management.

Whether as project lead, Scrum Master, task-force manager or interim Head of IT - he steers projects safely through their critical phases, speaks the language of every political level up to the executive board, and combines classic and agile methods into dependable results.

Degree Business graduate (BA), Business Informatics
Languages German (native) · English (business level)
Certifications PRINCE2 Practitioner · SAFe Agilist
Availability Interim and project-based mandates
02

Expertise

Roles at a glance

23 years Senior Project Lead
8 years Agile Coach / Scrum Master
6 years Multi-project Lead / Coordinator
4 years Head of IT
2 years Process Manager
1 years PMO Lead

Methods

-Multi-project leadership (classic & agile)

-Senior project management

-SAFe · LeSS · Agile Leadership

-Facilitation & coaching

Industries

Real estateEnergy & utilitiesAutomotive & transportInformation technologyBanking & e-commerceFinance & controllingLogistics & mobilityProfessional services
Clients & references
Minol-ZENNER
Minol-ZENNER
50Hertz
50Hertz
BMW
BMW
Mercedes-Benz
Mercedes-Benz
Deutsche Bahn
Deutsche Bahn
Deutsche Post DHL
Deutsche Post DHL
TÜV SÜD
TÜV SÜD
SWEG
SWEG
Minol-ZENNER
Minol-ZENNER
50Hertz
50Hertz
BMW
BMW
Mercedes-Benz
Mercedes-Benz
Deutsche Bahn
Deutsche Bahn
Deutsche Post DHL
Deutsche Post DHL
TÜV SÜD
TÜV SÜD
SWEG
SWEG
03

Selected projects

A selection from 25 years - projects and transformations for leading corporations, told through brief, mandate, approach and outcome.

2023 – 2026

Minol-ZENNER Group

Real estate & energy
Budget
€30M

As interim IT manager and programme lead, Oliver Schmitz was responsible for optimising and digitalising the group’s entire IT landscape - from the CRM customer portal through Snowflake and MuleSoft to SAP optimisations and APIs. As programme lead of the top projects he ran 16 initiatives, set standards, owned management reporting and coached the IT organisation through digital transformation, recruiting and onboarding.

Role: Interim IT Manager / Head of IT & Programme Lead, top projects

2022 – 2023

TÜV SÜD Business Services

Testing & certification
Budget
€2M

For TÜV SÜD he led two parallel initiatives as programme lead: modernising and nationally extending the test-equipment management system for accreditations, and the low-code rebuild of a previously manual, error-prone calibration-software process. He planned, commissioned and coordinated both projects from tender to rollout - technically and functionally, with stakeholder management up to executive level.

Role: Programme Lead for two projects & stakeholder coordination

2022

BMW AG

Automotive
Budget
€16M

On the “Future Sales Model” project he supported the modernisation of car sales and the build-out of a new online marketing and e-commerce approach, rolled out across 24 markets worldwide. As agile coach he enabled two product owners plus seven sub- and IT-POs, facilitated workshops and integrated agile ceremonies for more than 200 employees across teams and 50 people in the immediate setting.

Role: Agile Coach for product owners & 200+ employees

2021 – 2022

Mercedes-Benz AG

Automotive
Budget
€1M

For the migration of production software to the public cloud, he built the cloud-native “PlusNextGen” platform on AWS. As scrum master of a seven-strong development team and senior consultant, he also set up provider management with external partners in 24/7 support and defined and documented the operating processes.

Role: Scrum Master & Senior Consultant

2021 – 2022

SWEG

Public transport
Budget
€2M

As IT programme coordinator he led the carve-in of ABRB into SWEG - the complete takeover and integration of an entire company including its staff and IT infrastructure. Across finance, marketing, communications, HR, sales, operations and maintenance, he coordinated all systems, data and hardware and software components.

Role: IT Programme Coordinator

2020 – 2021

Deutsche Bahn - DB Systel

IT & contract management
Budget
€2M

For the rollout of the OCM V2 order-to-cash management software built on ServiceNow, he brought together classic project management and SAFe-based trains and teams as programme lead. He owned steering, programme controlling and the coordination of around 30 business experts and 50 IT specialists - across development and testing on both the IT and client sides.

Role: Programme Lead

2018 – 2020

Deutsche Bahn - DB Station&Service

Transport / retail
Budget
€5.5M

Commissioned by the management board, he developed a new generation of universal parcel lockers for railway stations as senior project lead and scrum master of two teams - from pilot to production readiness. He coordinated several agile teams (Java, Spring Boot, Angular), held both functional and budget responsibility, and managed the politically critical overall situation up to the client’s executive board.

Role: Senior Project Lead & Scrum Master of 2 teams

2017 – 2018

Deutsche Bahn - Group HQ

HR IT / cloud
Budget
€2.5M

As senior project lead and scrum master of two agile teams, he migrated a mainframe-based data warehouse for group-wide HR data into the AWS cloud. Alongside overall responsibility for budget and contracts, he set up support, technical operations and pricing, and rebuilt data protection, authorisation and user management.

Role: Senior Project Lead & Scrum Master

2018

Deutsche Bahn - DB Netz

Rail / mobility
Budget
€40M

On the PRISMA programme he led the PMO and six PMO staff for the technical renewal of operations-centre IT across eight areas of rail traffic. He centrally coordinated status reports, programme tracking, risk and action management, staffing and budget planning across 13 sub-projects. The goal and result: a marked improvement in punctuality.

Role: PMO Lead & advisor to programme management

Archive - further projects 8
2015 – 2017

Deutsche Bahn - DB Systel

Group billing
Budget
€0.8M

As senior project lead for the technical CIO of DB Systel, he owned the evolution and maintenance of the group-wide invoicing and billing tools - within a mix of commercial and legal constraints. His team of architects, business consultants and developers safeguarded the monthly interplay of controlling, HR and billing.

Role: Senior Project Lead

2013 – 2016

Deutsche Bahn - DB Systel

Group reporting
Budget
€1M

He took over a reporting project stuck on “red” for three years in task-force mode and brought it to “green” within six months. It covered the full billing of all servers, hosts and clouds operated across the group along with their KPIs and runtime metrics - based on Oracle and SAP, with a twelve-person team.

Role: Senior Project Lead (task force)

2009 – 2012

Deutsche Post - IT Solutions

HR & finance
Budget
€3M

As responsible project and sub-project lead he implemented the leave and overtime workflow of an HR portal - from process documentation in System Architect to implementation in SAP R/3, SAP Business Workflow, SAP SEM-BCS and SAP Business Warehouse. He also steered and reviewed the ABAP development.

Role: Project / Sub-project Lead & SAP Consultant

2008

Deutsche Post DHL

Group IT
Budget
€4M

As SAP consultant he supported the redesign of Deutsche Post’s intranet and the relocation of IT services to Prague.

Role: SAP Consultant

2007

Deutsche Post - Incident Management

Incident management
Budget
€7M

On the EPOS project he advised, as consultant, on optimising the group-wide incident management.

Role: Consultant

2006 – 2007

Deutsche Post DHL

Process management
Budget
€10M

As process manager he owned process optimisation in the support, build and run areas and supported both the migration and redesign of group-wide processes.

Role: Process Manager

2003 – 2006

Deutsche Post DHL

Group reporting
Budget
€150M

On the largest project of his career to date, commissioned by the group executive board, he led a sub-project consolidating group-wide reporting for 220 countries onto a shared basis of SAP BW and SAP SEM-BCS - a foundation for consistent, worldwide financial steering.

Role: Sub-project Lead & SAP BW / SEM-BCS Consultant

2000 – 2003

Deutsche Post - IT Solutions

Accounting
Budget
€12M

At the start of his career he was responsible, on the DRIVE and REMAS projects, for implementing digital and optical invoice integration as sub-project lead and SAP Business Workflow consultant.

Role: Sub-project Lead & SAP Business Workflow Consultant

Certifications & training

PRINCE2 Foundation & Practitioner
SAFe Agilist
SAP - Business Warehouse & Workflow
St. Gallen Management Centre
SAP PS - project management essentials

Technologies

SAPAWS CloudServiceNowSnowflakeMuleSoftSalesforceJIRA & ConfluenceLow Code / OutSystemsMicroservices & APIsAI / MLJava · C++ · C#Big Data
04 - Contact

Let's talk about your next project.

Available for interim and project mandates

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