Tobias Kindler partly available

Tobias Kindler

Digital Transformation Practitioner, Experienced Consultant

partly available
Profileimage by Tobias Kindler Digital Leadership, Digital Transformation, Change Management, Multiprojektmanagement from Hamburg
  • 20249 Hamburg Freelancer in
  • Graduation: Diplom-Kaufmann
  • Hourly-/Daily rates:
  • Languages: German (Native or Bilingual) | English (Full Professional)
  • Last update: 13.01.2021
Profileimage by Tobias Kindler Digital Leadership, Digital Transformation, Change Management, Multiprojektmanagement from Hamburg

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CV/Projects English

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As an experienced international management & strategy consultant and sales manager, I am offering sound expertise regarding the management of projects in strategic, professional, as well as technical environments. Moreover, I am in possession of pronounced leadership competencies and am characterized by an excellent sense for upcoming requirements and challenges.
Leadership & Communication, Multi-Project Management, Strategy Development, Strategic & Operational Consulting,   Agile Management, Process & Result Optimization, Increase Inefficiency & Sales, Change Management, Digitalization,  Customer Centricity, Digital Transformation
  • 08/2020 - Present

    • Lupus&Company
    • < 10 employees
    • Other
  • Strategy & Management Consultant, interim Manager
    • Customer Centricity: Aligning internal corporate processes to digital behavior and the consumer’s needs to achieve economic success
    • Change Management: Planning, controlling, monitoring, and stabilizing processes, structures and innovations based on targeted digitalization strategies
    • Multi-Project management: Leading and managing large transformation initiatives, projects and programs in international, complex environments. Stakeholder management & communication
    • Development of a market entry strategy to Europe for an OEM of consumer electronics. Creation of a concept of a digital B2C and B2B marketing & sales strategy 
    • Creation of a structural and process organization for a B2B and B2C pricing for a retailer
    • Agile coaching of non-IT units in the framework of a digital transformation

  • 03/2018 - 07/2019

    • Media Markt Management AG
    • 500-1000 employees
    • Consumer goods and retail
  • Chief Digital Officer
    • Implementing measures to optimize results, including an increase in sales, a reduction in costs, and an increase in efficiency
    • Initiating and implementing process optimization in the areas of IT, operations and marketing
    • Transforming the organization towards agile working methods and agile management
    • Scouting, evaluating, and implementing technologies to improve the customer experience
    Key achievements
    • Realized an increase in online market share by 100 %
    • Increased the “Black Friday“ sales by 150 %
    • Increased customer relevance by transforming the marketing
    • Significantly reduced the stationary frequency loss by 50 %

  • 09/2010 - 02/2018

    • MediaMarktSaturn Retail Group
    • >10.000 employees
    • Consumer goods and retail
  • Vice President Multichannel & Pricing
    • Strategically and operationally aligning the international corporate group towards digitalization in the retail sector
    • Taking over the company’s management
    • Assuming responsibility for the project and program management of the respective projects
    • Planning, introducing and continuously optimizing the group-wide multi-channel business (14 countries)
    • Managing the roll-out of the multi-channel business to 14 European countries, including IT platform and business processes
    • Internationally coordinating the strategic, conceptual, procedural, and technological development and optimizing all digital distribution channels
    • Designing and rolling out 12 million electronic price tags in 14 countries and 1,000 retail stores, incl. a pricing strategy and an operational framework
    • Interlinking group-wide business and IT processes to increase efficiency and reduce costs as well as introducing agile methods
    • Controlling all development partners in the area of e-/m-Commerce and POS systems
    Key achievements
    • Established the group-wide multi-channel business with a focus on e-/m-commerce and created a link with the stationary business
    • Enabled a revenue of EUR 2.5 billion p. a.
    • Introduced new, interlinked customer processes and significantly increased the multi-channel revenues and customer experience
    • Increased the central KPIs in online business (conversion, basket size, retention, etc.)
    • Unified the IT and business platform in 14 European countries
    • Significantly reduced the overhead and development costs

  • 02/2009 - 08/2010

    • Putz & Partner Unternehmensberatung AG
    • 50-250 employees
    • Other
  • Management Consultant
    • Reporting line: Management
    • Strategic and operational consulting for companies in retail projects
    • Development and establishment of digital sales in the MediaMarktSaturn Group
    • Comprehensive control of various development partners and internal IT units
    Key Achievements
    • Successful go-live of the first online shop including rollout in various countries Successful establishment of e-commerce processes in the group (international)

  • 03/2002 - 01/2009

    • BSL Management Consultants, Hamburg and London
    • 50-250 employees
    • Other
  • Principal Consultant
    • Strategically and operationally advising companies in the logistics, transport, and finance industries in Europe, Australia, Asia, and the USA
    • Collaborating with the following clients:
      • Office of the PPP Arbiter / London Underground Ltd.
      • HSBC Ltd.
      • Banedanmark (Banestyrelsen) and Jernbaneverket
      • RailCorp
      • Holland Railconsult (MOVARES), First Group plc, Pfleiderer AG (RAIL.ONE), and NET Engineering S.p.A. RailCorp
      • PT Kereta API / Kreditanstalt für Wiederaufbau (KfW


    • Evaluating the cost and performance aspects of public-private partnership contracts between the public and private sectors using primary data benchmarking
    • Developing internationalization and market entry strategies as well as a comprehensive business model
    • Preparing and optimizing a long-term maintenance and reinvestment plan under life cycle cost aspects to determine the prospective financial requirements for the infrastructure
    • Developing a strategy for the economic and organizational independence of the company


    • Redefined the cost and performance aspects in the PPP contracts for the forthcoming 7.5 years with significant cost reduction
    • Reduced the expected life cycle costs by 30 % while considering opportunity costs
    • Established a comprehensive business risk management system and transferred the risk management to the line organization
    • Successfully achieved a market prioritization and implemented the internationalization
    • Achieved project profitability