STEPHAN MEYER, PHD
CONSULTANT AND
INTERIM MANAGER
2001-today
Dr Stephan Meyer empowers his clients
to achieve millions of dollars in
additional profits. He received his PhD
for his leading expertise in modernizing
organizations.
Dr Stephan Meyer's added value is
based on his experience of more than
25 years of restructuring and business
transformations with both international
corporations and family-owned
companies.
PROJECTS (JUST A SELECTION)
2022 E.ON
Digital transformation of personnel development.
Establishing an online academy with web-based
training. Increasing customer satisfaction,
measured by NPS (net promoter score).
2022 Zurich
Developing a digitalization strategy for the
insurance industry.
2021 Online Retail
Program Manager: Coordinating a portfolio of 20
projects: marketing, BI, IT, finance, HR, strategy.
Implementing Shopware and ERP MS Dynamics.
2021 Daimler
Managed Services: Transition Manager at
outsourcing Daimler’s IT departments worldwide
to India & Romania. Most likely the largest
outsourcing project ever with a volume of more
than € 3 billion- Gematik
Digital Transformation of the healthcare industry
with focus on Electronic Patient Records (ePA).
2017 Healthcare Startup
Interim CEO at Big Data initiative in the
healthcare industry.
2017 pwc (PricewaterhouseCoopers)
Digital Transformation: Sparring partner at
partner level about speeding up a digitalization
initiative for the finance industry.
2015 Deutsche Bahn
Restructuring the sales department. Introducing
more agile and lean structures- BER Berlin Airport
Expert opinion about operational excellence and
opening of the airport- Volkswagen/Audi
Facilitating an eight-figure Euro annual profit
increase by restructuring service processes.
Developing a new approach for measuring
service quality based on Big Data analysis.
2008 Otto Bock Healthcare
Founding the new retail department „Premium
Products“, accessing a more affluent customer
group, restructuring the organization, acquiring
external financing- Novartis
Responsible for restructuring an entire IT quality
management system for the international
research department. Ensuring compliance with
GxP, SOX, CMMI. Directing internal and external
vendor audits.
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MY PREVIOUS BUSINESS
LIFE
2005 and 2006 Reorganization projects
Developing a business story in the context of
a refinancing (M&A). Winning investors
through excellent business plan.
I had several projects in the automotive
industry, for example:
2004 Visteon
Preventing a site with 100 employees from
closing down: Problem analysis, negotiations
during the crisis meetings, simplifying the
process, coaching the responsible manager.
Project controlling.The crisis was overcome
successfully.
2002 Volkswagen
A strategic realignment lead to 90
simultaneous projects. My tasks were:
Coordinating these 90 projects, process
optimization, coaching the 90 project
managers, making the project portfolio
manageable by introducing an OKR-based
reporting system combined with a balanced
scorecard (BSC).
MEMBER OF EXECUTIVE
BOARD
STUDIES
2019 University of Gloucestershire, UK
PhD in Business Admin. Topic of dissertation:
Radical organizational change by killing the
(metaphorical) sacred cow. A research project
about restructuring organizations.
1996 RWTH Aachen University, Germany
Diplom-Psychologe. Study of business
psychology and business management, main
focus on organizational development.
BUSINESS QUALIFICATION
2022 Kanban University, Germany
Team Kanban Practitioner
2021 Scaled Agile Inc., USA
SAFe® 5 Product Owner/Product Manager
(POPM)
2020 Scrum.Org, USA
Professional Scrum Master™ (PSM)
Professional Scrum Product Owner™ (PSPO)
- ICF Kursmakler
Co-founder of a private equity company.
Setting up a private equity / venture capital
fund. Acquiring potential portfolio companies.
Responsible for screening business models
and all of marketing.
SENIOR CONSULTANT- Accenture (Project Selection)
2000 Deutsche Bahn
Making a train ticket buyable via Internet.
Defining the business processes and
negotiating them in the organization.
2000 Accenture
Strategic alignment of cooperating domains.
Operationalizing a vision via KPIs & BSC.
1999 Volkswagen
Implementing a large-scale SAP material
management / logistics application- Deutsche Telekom
Implementing the largest SAP billing system
of that time. Responsible for rollout and
migration into 120 subsidiaries. Large,
complex project with more than 300
consultants involved.
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