Profileimage by Lutz Tallafus Software Asset and Vendor Manager, Senior Project Manager / Business Consultant, External Consultant / Issue Solution Manager (ISM) from Kilkenny

Lutz Tallafus

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Last update: 03.02.2020

Software Asset and Vendor Manager, Senior Project Manager / Business Consultant, External Consultant / Issue Solution Manager (ISM)

Graduation: not provided
Hourly-/Daily rates: show
negotiable; depending on role, location and the % split between onsite vs remote (e.g. 1 week / month remote)
Languages: German (Native or Bilingual) | English (Limited professional)

Attachments

CV Lutz Tallafus SW_Contract_and_Vendor_Manager Senior_SAM_License _Manager and ICT_Professional 2020Feb03.docx

Skills

SAM and License Management; Strategic Vendor Management; contract negotiations (e.g. Oracle Frame Agreement, SaaS Frame Agreement IQVIA); Senior Project Manager; Head of PMO (international); Rollout Program Manager (international); Interim Manager (Head of IT Ops. for a DE Mobile Operator); leading large cross-funtional and multi-cultural teams; Business Process Design and Re-engineering; Data Migration and Change Management; Release Management; ITIL; PRINCE2; LM and Discovery Tools (e.g. SmartTrack, Flexera, Snow); Microsoft Office (e.g. Word, Excel, Power Point); MS Project; MS Visio; SharPoint; ARIS; AutoCAD;

Project history

11/2017 - 04/2019
Software Asset and Vendor Manager
Hays AG; Sanofi-Aventis Group; Sanofi-Aventis Deutschland GmbH
Self-employed associate with Hays AG / German, assigned to one of the leading intern.
Pharmaceutical & Healthcare organisations.
Nov 2017 - 30.Apr 2019: Sanofi-Aventis Deutschland GmbH, location Industrial Park Hoechst,
Frankfurt, Germany
Brought in to assist the local ITS Strategic S/w Vendor Management Team with managing the Sanofi
Group's contracts and compliance situation in the specific area of M & A and Divestments, as well
as to setup / establish and provide contract management support for two newly elevated strategic
Tier 1 key vendors; reporting directly to the Head of the department. Responsibilities of my role
as Software Contract and Vendor Manager cover, e.g.:
* Collaborating with international teams of IT, Purchasing, Legal, finance and Tax
* Advising on product and licensing, as well as license audit and contract queries from within the
Sanofi Group
* On-boarding of license and installation data for e.g. Oracle, MS to the central SAM Tool
(Aspera's SmartTrack)
* Managing existing vendor relationships and rating, as well as establishing new relationships
with key Tier1 vendors
* Providing in-house vendor support (SPOC), as well as participate as a key member of contract
negotiation teams
* Supporting the implementation of the vendor relationship governance, as well as input Vendor
Relationship Management process
* Being a key member of the internal team negotiating a new SaaS Framework Agreement with IQVIA, a
Tier 1 key vendor
* Establishing regular communication and foster Relationship Management with IQVIA's Vendor
Project and Service Teams
* Support License compliance and audit issues, i.e. build a robust SAM and Compliance Management
operational Model
* Monthly status reporting to SVM management on, e.g. overview of existing contracts with value,
major activities and expiry status
* Regular status meetings with relevant representatives from both ITS' and Vendor's Project /
Service Managers / Teams

01/2016 - 11/2017
Senior Project Manager / Business Consultant
Heuser Software AG
Self-employed associate with Heuser Software AG, a German IT and Software Consultancy.

06/2016 - 01/2017
External Consultant / Issue Solution Manager (ISM)
NTT Data
Brought in to assist NTT Data with a M & A customer Migration project for one of their major
international Telecom clients. Europe's largest scale data migration covers Post-Paid as well as
Pre-Paid customers within the former E-Plus Group, incl. numerous Subscription Providers and
Mobile Virtual Network Providers (MVNOs). In my role as ISM I am responsible for:
* setting up, training and mentoring a new team of 4 ISMs for the migration of Pre-Paid customers
* reviewing software deployment procedure and made recommendations which were accepted and
implemented
* liaising between development, test, operation and relevant business functions
* ensuring that faults / issues generated from the migration are reported, tracked and resolved
within the prescribed deadlines

01/2015 - 01/2016
Freelance Program Management Consultant
Loehr Consulting
Self-employed associate for a German Procurement, Supplier /Contract Management, Quality & Project
Management consultancy; providing expert services in setting up Project Support and PMO, incl.
developing governance processes and standards, vendor and contract management, multi-project
scheduling and resource forecasting, cost and risk assessments, plus project health checks and
post-implementation reviews, for their major local clients across a range of industries.

05/2013 - 12/2014
Freelance Software Asset Management (SAM) and License Management (LM) Consultant
European SAM Academy GmbH
Self-employed associate for a German LM Consultancy and SAM Training institution; providing expert
services in the area of SAM and Software LM training (i.e. S/w vendors: Oracle, IBM, Microsoft and
Adobe), for their major local and international clients, within Telecom, and German car
manufacturing.

05/2014 - 10/2014
Post-Graduate Student
Innovation Academy, at University College Dublin (UCD)
Successfully studying for and graduating with a Post-Graduate Certificate in Innovation,
Entrepreneurship and Enterprise.

07/2010 - 03/2013
International Rollout / Senior Program Manager
Telekom Deutschland
Bonn, Germany
Additional role of leading the planning and the global rollout of the strategic corporate SAM
initiative across the four divisions of Deutsche Telekom AG (DTAG), functionally reported to DTAG's
Group License Manager; various central and local Executive Leadership Teams; completed the
group-wide strategic SAM initiative in time and on budget across DTAG's legal entities and their
affiliates, covering a total of 95% of the group's employees.
* Set up, established and managed the Program Office (PO), incl. defining the modus operandi,
planning / scheduling the various phases of the roll-out across the group of DTAG, as well as
central and local resource requirements
* Planned, prepared, and executed various international and local "kick-off" meetings; initiated,
facilitated and executed relevant License Management training, including that for the data
collection (commercial, configuration, installation) and the central LM Tool
* Build, lead and managed the central cross-functional international rollout team, as well as
assisting local Management Teams and License Managers with successfully setting up their
cross-functional team and project, locally
* Created central reporting governance, held regular on site and remote project status meetings,
provided regular risk assessments, and regularly reported to various Senior and Executive
Management Teams, including the Group CIO and IT EU Leadership Teams.

07/2010 - 03/2013
Division License Manager Europe
Telekom Deutschland
Promoted to Division License Manager to implement an effective and sustainable Software Asset
Management within the region of Europe, i.e. 13 countries, plus the USA; represented the Division's
interests within the central Corporate License Management initiative and functionally reported to
DTAG's Group License Manager; leading a virtual team of up to 22 local License Managers.
* Defined the strategic business frame work and scope for my division's legal entities and their
affiliates;
* Created generic S/w Audit process, appointed local virtual audit teams and provided relevant
training for my division;
* Provided expert advice on S/W License Management; identified cost reduction and license
optimisation opportunities; conducted local "deep dive" process workshops, reported findings and
proposed actions to the relevant local Leadership Team
* Founder of the "International License Management Community", for local License Managers to
network, exchange know-how, "best practice", discovery tool evaluation (e.g. iQuade, Snow, Spider)
for Software License and Asset Management, across the Division
* Established successfully a sustainable and effective Software Asset Management, generating
regular local and divisional license balances for a number of key software manufacturers,
compliance reviews, as well as risk and evaluation reporting for my division.

07/2007 - 05/2011
Manager Oracle
Leadhouse; Telekom Deutschland
Bonn, Germany
Appointed to set up and establish the new business function within DTAG for one of its key software
manufacturers Oracle, as part of the strategic corporate Software Asset and License Management
initiative; functionally reported to DTAG's Group License Manager; leading a virtual
cross-functional team of three internal staff, i.e. legal, procurement, and Oracle license expert.
* Defined strategic framework and scope for function; successfully implemented the relevant
business processes and procedures in line with the centrally agreed Corporate LM guidelines,
successfully created a Centre of Competence ("Leadhouse")
* Provided expert advice on and reviewed existing contracts, developed phasing out priorities and
activities with application owners
* Set-up, lead and managed a team of external license experts, representatives of Oracle's License
Management Services (LMS) and experts from the central LM Tool manufacturer (Aspera) to identify
and agree the required data attributes in order to regularly generate valid, meaningful and
acceptable Oracle License Balances, and compliance and risk reports
* Created the Oracle group license balance for DTAG; evaluated results for compliance and level of
risk, and proposed follow-up activities to the Group License Manager, Division License Managers,
and Executive Management teams
* Managed 3rd party supplier Oracle, lead team during contract negotiations with Oracle of the
International Frame Agreement for DTAG, applicable across the group world-wide; generated savings
of up to 50% for some of the international subsidiaries

07/2007 - 06/2010
Strategic Business Unit License Manager
T-Mobile
Bonn, Germany
Promoted to Strategic Business Unit (SBU) License Manager to lead the rollout and implementation of
an effective Software Asset Management within the SBU's 5 core countries (Austria, Czechoslovakia,
Germany, Netherlands, and United Kingdom); represented the SBU's interests within the central
Corporate License Management initiative; reported functionally to DTAG's Group License Manager;
leading a virtual team of up to six local License Managers.

05/2006 - 06/2007
Head of Service Performance Control
T-Mobile Germany
Appointed to set up a new central business Function as part of the IT Service Management
implementation across the T-Mobile organisation; a direct report of the EVP ITSM and integral part
of his Leadership Team; my budget responsibility was EUR 10+ Mio.
I successfully managed the transition to ITSM, and established a central analysis, performance and
quality control as well as financial planning and reporting function for the international legal
entities; successfully manged internal / external service providers working closely with Finance,
Procurement and HR in the area of Resource Management.

08/2003 - 04/2006
Head of PMO, European IT Operations and Support
TMO UK
Brought in as an external consultant to set-up and establish an international Project Management
Office for IT Operations; was a direct report of EVP "European IT Operations & Support" and part of
his Leadership Team; my central budget responsibility was for EUR 7.5 Mio. I successfully
established the international PMO across the 5 core legal entities of T-Mobile (A, CZ, D, NL, UK);
built, coached and successfully led a virtual multi-side, cross-functional team of up to 15 central
and local PMs. Offered 6 months extension.
* Defined the PMO's strategic framework and scope, incl. organisation, governance, standardised
processes and procedures (incl. Risk, Issue & Document Management, Change Control), PM
methodology, project reporting; 3rd party Supplier Management
* Introduced Business Cases; program / portfolio management, resource optimisation & financial
management; carried out project audits; improved project delivery quality & timelines;
successfully drove key projects in line with the functional Unit's key objectives
* Introduced central budget planning & control of international activities, incl. internal cost
allocation and activity-based costing in line with corporate policy; managed project pipeline,
resource planning and forecasting to utilise the scares resources most effectively
* Successfully built, coached and lead a virtual multi-side and cross-functional team of up to 15
PMs, across 5 countries.

03/2003 - 08/2003
PM Consultant
Airbus Deutschland GmbH (EADS Corporation)
Germany
External contractor hired to assist the Head of "Customisation & Configuration Management" (part of
the Division "Pneumatic and Cabin Systems", for the A380) to set up a PMO for his department. I
successfully completed "Health Check" on existing planning methods, standards and associated
processes; aligned integrated planning and reporting with central PMO (Lyon) requirements and made
recommendations to Senior Management. I did not accept an extension of the contract for a further 6
months.

04/2002 - 11/2002
Business Process Implementation (BPI) Manager
H3G Austria
Austria
External contractor, one of 10 Business Process Implementation Managers responsible for the E2E
implementation of the business processes, in Austria. I successfully carried out concurrently the
roles of "Liaison Contact" between Austria, Sweden and UK as well as BPI Manager for CRM business
processes. Previously accepted a 1 month extension, but declined an offer of a further 3 months.

01/2001 - 11/2001
Management Consultant / PGM
Deutsche Bank AG
and London, UK
External consultant initially hired to support the VP / IT Manager and to take on the operational
management for one of the banks 180 strategic B2B e-Commerce products. Customer changed strategic
external partner responsible for the portal's framework development and H/w platform, and I was
assigned the additional role of Product Migration Manager. Successfully carried out the operational
management for the portal, and managed a cross-functional pan-European team (up to 80) of web
developers and consultants, across Frankfurt and London. Previously accepted a 4 months extension;
project stopped due to bank's internal review of all B2B portals.

11/1999 - 12/2000
Management Consultant / Sen. Project Manager
Dresdner Bank AG
Frankfurt, Germany
Part of a small team of external consultants developing strategic business procedures to facilitate
a significant change in the way the bank manages internal requirements of future IT and non-IT
projects; direct report of the Head of Standards & Processes, and successfully introduced management
processes which measure a project's success on the customer's view rather than IT results.. Having
previously accepted a 6 months extension, I subsequently declined the offer of a further 6 months
extension.

01/1999 - 08/1999
Interim Manager / IT Ops Manager
E-Plus Mobilfunk GmbH & Co KG
Düsseldorf, Germany
External consultant and direct report of the EVP Operations; hired as Interim IT Ops Manager
responsible for all the day-to-day IT Services to the business, serving in excess of 3,500 users
across the organisation throughout Germany with a budget responsibility of EUR 20+ Mio, managing
100+ staff across 6 teams and 2 data centres. Successfully managed 2 recover projects, initiated /
managed the design and implementation a central IT Asset repository; defined / implemented
organisational changes.
After 3 months offered permanent role; I declined and assignment ended after successful handover to
new permanent staff member.

04/1998 - 12/1998
Consultant / Senior Project Manager
VIAG Interkom
Then a start-up, now fully integrated into O2 Germany. External consultant; hired as Senior PM to
provide PM skills to various IT Operations' projects; reported to the Head of PMO. I successfully
managed the Change Management project (i.e. from inception to implementation); lead the Print Shop
project as the Lead Business Analyst, subsequently taking over as PM. Assigned to and key player in
the Standards & Procedure Group; successfully defined infrastructure and logistic processes for the
IMS division. Declined the offer of a further 6 months, having previously accepted a 3 months
extension.

11/1997 - 03/1998
Lead Business Consultant Business Process Reengineering
Itnet
Birmingham, UK
Appointed as Lead Business Analyst to a high profile and strategic BPR project for one of ITnet's
outsourcing contracts; direct report of the Key Account Manager Local Government. My results lead to
the renewal of the contract with this large Local Government client.
Having previously accepted a 5 months extension, I subsequently declined the offer of a permanent
position with ITnet.

06/1997 - 10/1997
Lead Business Consultant Business Process Reengineering
ITnet location
Birmingham, UK
Initially appointed as Lead Business Consultant to assist selling Business Transformation Services
to an international financial service provider, to transform their Debt Collection Business
throughout Europe; direct report of ITnet's Business Development Director. My pilot results exceeded
the target of reducing cost by 30%, i.e. achieved 52% of actual average savings. ITnet gained the
contract, and established a reference site within the client's organisation. After the initial month
I accepted a 5 months extension.

12/1993 - 12/1996
Head of O&M Department
JV British Gas Global & VEW
Leipzig, Germany
Seconded as an Organisation & Process Consultant / Sen. Project Manager; a direct report of the MD
Commerce and HR, functionally reported to the MDs of Marketing and Technology. Successfully
establish / lead the department, and reviewed all business processes with the view of consolidating
two German regional Gas Suppliers. Managed successfully all relevant projects, introduced the
business process redevelopment of the domestic gas connections, improving provisioning of service by
over 150% within 6 months.
After 2 years I accepted an additional year, of the 2 years extension offered.

01/1993 - 12/1993
Senior Project Manager
British Gas South Eastern
Appointed to assist the Regional IT Director in setting up / manage the PSO for two remote sites
with 240+ application developers. I successfully established and managed the PSO; lead and completed
on time and budget the "Data Centre Consolidation" project, relocating hardware platforms, deployed
systems and applications, as well as support and maintenance staff from London to two other regions.
This resulted in annual target savings of GBP 1 Mio for the IT department.

05/1990 - 12/1992
Principle Analyst Programmer / Team Leader
British Gas South Eastern
Croydon, UK
Hired as Principle Analyst Programmer to set up a Standards & and Procedure group; promoted to
Project Team Leader managing up to 20 developers across three multi-million pound projects, a range
of H/w platforms and production support. Parallel adopted the Change Manager role incl. planning,
budgeting and coordinating requested application changes with the internal clients and external 3rd
party supplier; line managed, performed staff appraisals, and successfully initiated / developed
Change & Release procedures.

01/1989 - 04/1990
Senior IT Consultant
Spargo Consulting
Assigned to a major division within British Telekom; develop / implement a formalised S/w Test
Strategy and Configuration / Release Management, improving their customer billing accuracy by 35%. I
left to take up a full-time role with British Gas South Eastern.

01/1986 - 11/1988
Graduate Trainee Programmer to Project Leader
BHP Pty Ltd
Melbourne, Australia
Part of a team of up to Analyst / Programmers and Business Analysts developing and maintaining the
corporation's in-house Share Register, and provide management information to the Shares Department
and corporation's Executive Board. I started as a graduate trainee programmer progressing to Project
Leader for the development of all the online applications. I left to move to London, England.

01/1983 - 12/1985
Computer Operator & Tutor
Caulfield Institute of Technology
Melbourne, Australia
Worked part-time as Computer Operator, Duty Programmer and Tutor for the Faculty of Information
Technology whilst an undergraduate at the Caulfield Institute of Technology (integrated into Monash
University, in 1990).

Time and spatial flexibility

Flexible as far as location within Europe is concerned.
Availablity within 2 - 3 weeks.

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