Profileimage by Tobias Kindler Digital Leadership, Digital Transformation, Change Management, Multiprojektmanagement from Hamburg

Tobias Kindler

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Last update: 13.01.2021

Digital Transformation Practitioner, Experienced Consultant

Graduation: Diplom-Kaufmann
Hourly-/Daily rates: show
Abhängig von Dauer und Ort des Mandats
Languages: German (Native or Bilingual) | English (Full Professional)

Attachments

Beraterprofil_Kindler.pdf
Tobias Kindler CV Projects EN.pdf

Skills

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

Project history

08/2020 - Present
Strategy & Management Consultant, interim Manager
Lupus&Company (< 10 employees)
Other
  • 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
Chief Digital Officer
Media Markt Management AG (500-1000 employees)
Consumer goods and retail
  • 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
Vice President Multichannel & Pricing
MediaMarktSaturn Retail Group (>10.000 employees)
Consumer goods and retail
  • 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
Management Consultant
Putz & Partner Unternehmensberatung AG (50-250 employees)
Other
  • 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
Principal Consultant
BSL Management Consultants, Hamburg and London (50-250 employees)
Other
  • 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

Projects                                   

  • 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

Results                                     

  • 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

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