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UvF Consulting International Project Management, USA March 2003 - Present
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Created own consulting company UvF Consulting LLC. The company specializes in the area of International Project Management and Business Process Reengineering Projects. The customers as of today are:
Plaut AG, Germany | Teleflex Group, USA | SAP-SI, USA | Banco Surinvest (Private Bank) Uruguay. |
Banco Surinvest Reengineering Project:
Banco Surinvest (mid size Bank) is based in Uruguay and has been recently acquired by Banque Heritage,
Switzerland (www.banque-heritage.com) and a Private Investor. Ulrich was hired to be part of the restructuring team.
His responsibility was to head the reengineering effort of the bank´s processes. He helped to increase efficiency,
enhance customer service and improve real-time visibility by implementing a process oriented approach, documenting
and optimizing the business processes in all areas of the Bank (operations/ back office, finance department and
trading floor, administration, cashiers desk, customer support, commercial department, product department, IT Department,
compliance and legal). He helped achieving process optimization by implementing new software tools and improving the
existing Core System and implementing a revolutionary Business Intelligence Software – Qlikview. He is also consulting
Surinvest in the selection process of new ERP Banking software and new CRM (Customer Relationship) software.
Teleflex Medical projects:
The Teleflex Medical Group (part of Teleflex Inc)
Ulrich worked as Integration and ROLL-OUT Project Manager on 3 consecutive Projects for the Teleflex Group.
1) Hudson Roll-in project. Hudson is a new acquisition of the Teleflex Medical Group. The European subsidiary
of Hudson was integrated into the existing SAP 4.6 system set-up with a new Warehouse in Holland as the central
warehouse for Hudson Products.
2) Roll-in of the Karlstein Pilling Weck subsidiary of Germany into the existing Ruesch Medical Germany operation.
The actual Karlstein location was shut down and the entire operation moved to Ruesch Kernen, Germany. This project
consisted of integrating the Pilling Weck business processes into the existing SAP system of Teleflex Germany.
3) Upgrading the Teleflex Spain operation to be SOX compliant. The project consisted of replacing the existing legacy
system by the Teleflex Medical SAP system. It was complete Roll-out. Ulrich was in charge of these three projects as
manager and coordinator between the subsidiaries, the headquarter in Germany and the SAP team.
Teleflex IT Project:
The project is a Europe wide R/3 Roll-out, where Ulrich plays an
Integration Manager Role for the Roll-out at Ruesch Pilling France, Toulouse. With the completion of the implementation,
Ruesch-Pilling France will be the central system for France, Belgium, and Spain. It is a project that contains elements
of merging several systems and elements of change management in International environment. Ulrich´s international
business and implementation experience was crucial.
IDS Scheer:
Ulrich has been asked to perform a Quality Audit at Paramount Pictures in Los Angeles in the area of
the CO-PA profitability analysis implementation. Paramount Pictures has had issues with the setup and
performance of the module.
SAP SI:
Ulrich has supported SAP on an important RFP for a worldwide Customer implementing SAP Professional Service Provider Solution.
Ulrich has also various other assignments for SAP SI in the area of Go-Live assessment where he can leverage his years of
experience in implementing SAP’s ERP system.
Plaut AG Project:
It consists mainly on support and enhancements to the existing R/3 Service Provider Implementation in France, Spain, Italy,
USA, and Canada. This project has been completed December 2003. It ended with the sell of most Plaut´s subsidiaries to IDS-Scheer.
Plaut Consulting, Inc. USA,
1997-2003
Project/Integration Manager
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My role:
International Project Manager
for
Internal ASP Solution Roll-Out.
Client /Company: Plaut Consulting AG,
Salzburg / Plaut Group.
Project Description: Implementation
of de SAP Service Provider Solution 4.6 c AS The Plaut International
Service Provider Solution (P.I.S.A)
Task: The ASP solution has been rolled
out to Canada and Europe. Ulrich is in charge of coordinating
the roll-out between the individual implementation teams in
the respective country. Each Country Project Manager reports
to the International Project Manager. In addition to the coordination
role, Ulrich is in charge of improving the solution, simplifying
the roll-out process, knowledge transfer and for the overall
implementation plan and budget. For the European Roll Ulrich
has been leading a team of 6 consultants from the Spanish
subsidiary. He has transferred the knowledge to this core
Team and implemented Plaut Italy, Plaut France and Plaut Spain.
The roll-out of each Plaut Subsidiary took 1 month, which
was a very tight schedule since it included data conversion,
organizational changes and training. Ulrich has been project
manager, integration manager, and key communication point
between the Plaut Board, the local management and the team
members. He was in charge of the conceptional design and in
the difficult integration areas as well as for customizing.
His 4 languages helped him keeping the important communication
going and driving the project.
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My
role:
Project Manager for Internal ASP Solution Implementation. |
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Client / Company:
Plaut Consulting AG, Salzburg / Plaut Group.
Project Description: Implementation
of the ASP (Accelerated Service Provider Solution) version
4.6 C within all their companies. Plaut Consulting,
Inc. USA has been the first implementation.
Modules FI/CO, MM, SD, Resource Related Billing, PS,
PCA, CO-PA. Time & Expense, ESS (Workplace server).
Task: It was a 3 Month implementation.
11 Consultants . 550 000 USD project.
There are 300 ESS users and 30 R/3 users. The Server
is located in Vienna, Austria . There has been an VPN
connection set-up between Boston and Vienna. Mr. von
Friedberg was in charge or managing the Project and
playing the role of the integration Manager due to his
experience from other projects using the Service Management
Process with resource related billing.
Plaut AG (worldwide) has centralized the systems in
Vienna on one instance and 2 clients. One client configured
as standard R/3 and the other client using the ASP solution.
Eventually all the companies will be on the ASP solution.
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role::Project
Manager for Chemical Industry Upgrade Project. |
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Client / Company:
Church & Dwight Inc, New Jersey.
Project Description: : The client
has implemented SAP R/3 in 1998 with the Modules MM,
FI/CO, CO-PA, SD.
The upgrade project consisted in changing form the initial
version 3.1 to an enhanced version of 3.1 I Plus, that
is capable of interacting with the WEB. The implementation
and integration of the new version had a duration of
2 month. Size of the project 1/4 million dollars.
Task: The managerial task was
to create an upgrade project plan, creating a database
of test cases and business scenarios for the integration
test plan. In addition to the integration Ulrich implemented
and configured the profit center accounting module.
This additional module became necessary due to e new
acquisition by the Arm&Hammer Division of Church&Dwight.
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role: Integration Manager for
Public Sector Project. |
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Client / Company:
The Metropolitan District of Commerce
a Sewage and Water Supply Company owned by the District
of Hartford, CT. It is a 3 Million USD project with
15 Consultants.
Project Description:The
implementation included the Modules Human Resource,
Material Management, Purchasing, FI (G/L, A/P, A/R,
Cash Management), Assets Management, CO (Overhead Management,
Time Sheet entry with actual activity revaluation),
Funds Management, Project Systems, Plant Maintenance,
Sales and Distribution, CCS Industry Solution (SD, FI/CA).
Task: Is to pull together the
individual modules and assure the coverage of all business
processes by the SAP system. von Friedberg was leading
and driving the integration phase and supporting the
Project manager on the operational side of the project.
In addition to that task, he is responsible for the
Configuration in Controlling and project systems module.
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My role: CO
Quality Audit for Product Costing |
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Client / Company:
The Globe Manufacturing Company (Version 4.0).
Project Description: Globe is
a producer of Latex fibers in a continuous production
process environment.
Task: The QA tasks consisted in
reviewing the processes and the corresponding configuration
in the Product costing environment. The implementation
used split valuation in a Production orders , schedule
lines and cost collectors.
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role:
CO Team Lead and Integration Manager for the SAP R/3 project
at Pratt & Whitney (version 4.0B and 4.5 B). |
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Client / Company:
Pratt & Whitney. It is a unit of UTC United Technologies
Corporation with 1997 sales of $7.4 billion. Pratt &
Whitney is part of the Air and Defense industry and
a leader in the design, manufacture and support of engines
for commercial, military, general aviation aircraft,
and space propulsion systems. It has subsidiaries around
the world
Project Description: The project
is a key project for SAP in the Air and Defense Industry
and requires the special A&D solution. The implementation
is scheduled for 3 years, divided into different phases.
It includes the following modules: Finance, Asset Management,
Overhead Controlling, Project systems, Costing, Profitability
Analysis, Profit center accounting, Materials Management,
Production Planning.
Task: The entire team consist
of 25 consultants and 150 team members. Mr. von Friedberg
is responsible for leading the controlling team (5 consultants
and 30 team members) and the implementation of the Controlling
modules (Overhead Controlling, Internal Order Controlling,
Project Systems, Costing,
Profitability Analysis, Profit center accounting). His
responsibility consists of managing the team
through all phases of the implementation (blue print,
realization , testing and final go live) and
of coordinating the integration. He is part of the project
design team that consists of the client
representatives, team leads and project managers.
The project design team developed
the concept and roll-out strategy of the project. The
first subsidiary to be implemented is Singapore in July
1999.
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role: Controlling
Team Lead for the SAP R/3 project at UNICEF (version 3.1.H).
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Client / Company:
UNICEF. It´s a Worldwide Non-Profit Organization
with subdivisions, Greeting Card Operation in New York
and Geneva and Supply Division in Copenhagen.
It is a global project with implementation sites in
New York Geneva and Copenhagen with a wide scope including
Financials, Treasury, Overhead Controlling, Funds Management,
Production Planning, Purchasing, Materials management,
Sales and Distribution, Parts of HR (Travel Module,
Time Sheet Processing), Project Systems, Profitability
Analysis.
Project Description: He customized
the modules Cost Center Accounting, Internal Orders,
CO Production Order Processing, Product Costing, Production
Order Processing (make to stock), Time Sheet processing,
Profitability Analysis, CO-PA Reporting, management
Reporting (using Report Painter, Report Writer). Designed
and configured a fully integrated Profitability Analysis
database, budgeting, forecasting and reporting functionality.
Task: He was responsible for integration
between Controlling and the other modules (Fund management,
Project system, Sales/Distribution, Material Management,
A/P and A/R Finance).
Managed the Controlling part of the project using ASAP
methodology and management tools.
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role: FI/CO
Team Lead for the SAP R/3 3.1 |
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Client / Company:
Watchtower a non-profit organization and publishing
organization.
Project Description: He configured
Overhead Controlling (Cost Center Accounting, Internal
Order),
Executive Information System, Reporting (report Painter,
report writer tool). Developed a work around
for the Production Planning process with Internal orders.
Task: The scope of the project
was: Financial, Controlling, Treasury, Cash Management,
Executive Information System, Human Ressources Material
Management, Purchasing. As FI/CO team lead, he was heavily
involved in the integration and conceptual design of
the processes. (6 month implementation). Managed the
FI/CO part of the project using ASAP methodology and
management tools.
Instructor at the SAP Academy
at the Partner Academy Course. (CO module), SAP AG Waltham.
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KPMG
Peat Marwick LLP, USA 1995-1997
Senior Consultant
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My role:
Technical Project Manager
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Client / Company:
Akzo Nobel Group
Project Description: Roll-out
phase in several plants of the Functional Chemical's
Group of Akzo Nobel. Akzo Nobel is a Dutch Chemical
Group with subsidiaries around the world.
Tasks: The project
was the second Phase of an roll-out of the initial implementation
at the Phosphorus Chemicals Group. As Project Manager
he had the responsibility for drawing up the project
plan, budgeting and taking the role of the integration
consultant and implementing the Controlling module.
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My role:
FI/CO Module manager |
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Client / Company:
Akzo Nobel, Dobbs Ferry
Project Description: It was a project
with the goal to roll-out the European implementation
to the subsidiaries in the United States. It was a major
undertaking and readjustment of configuration.
Task: Mr. von Friedberg was responsible
customizing the Controlling Module (Cost Center Accounting,
Profit Center Accounting, Product Costing, Profitability
Analysis) and had the role of the integration consultant
between SD-FI/CO and
MM-PP-FI/CO.
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My role:
Project Team Member |
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Client / Company:
Montell, Delaware
Project Description: The scope consisted
in an evaluation of the existing SAP implementation Project
Plan based on the resources, time and the configuration
work that has been done to this point.
Task: Analyzed and reworked the
SAP Project Plan at Montell, Delaware.
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My role:
Project Team Member FI/CO Consultant |
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Client / Company:
Hoechst Celenease, Charlotte NC
Project Description: The scope consisted
in implementing SAP R/3 Finance and Controlling Module
as part of a larger R/3 Implementation. The implementation
covered the entire procurement of Hoechst US. The implementation
of the other modules was managed by Ernest &Young.
Task: He has customized the FI/CO
Module at Hoechst Celenease in Charlotte, NC to support
the procurement SAP implementation. Defined the FI/CO
interface specification for the link between the R/3 system
and the legacy system |
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Henkel
Austria Group, Austria 1992-1995
Financial Controller and SAP Implementation
Team Member
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| My role:
Financial Controller and SAP Implementation
Team Member
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Client / Company:
Henkel Austria Group, (part of Henkel AG, Germany),
Vienna, Austria.
Proyect Description: Financial
Controller for the Eastern subsidiaries of Henkel Austria
Group
Task: Responsible for the
monthly reporting, budgeting, forecasting, consolidating,
cost center analysis, product costing and support of
the subsidiaries in all matters of implementing Henkel
standard reporting. Member of the SAP Implementation
Team for the Henkel Austria Group. Customizing and System
adjustment for the additional Companies in the R/2 System
for RKE/RKS (Profitability analysis and Cost Center
accounting) due to the expansion of the Henkel Austria
Group in Eastern Europe.
Worked with the SAP Implementation Team at the Release
upgrade from R/2 4.3 to 5.0 at Henkel Austria Group.
Project Manager of the SAP R/3: FI (Finance) and CO
(Controlling) implementation in the eastern subsidiaries
(Poland, Czech Republic and Hungary) of Henkel Austria
Group, a major European chemical company.
Member of the team developing a SAP MINI STANDARD for
Henkel Group Worldwide, representing the CO Module and
defining the worldwide Henkel standards for Controlling.
Manager and member of the team responsible for upgrading
the existing SAP installation to the new currency due
to the currency devaluation of the Polish currency in
1995 (Analysis, Tests and Implementation).
Customized R/3 modules FI and CO for the implementation
of the three eastern subsidiaries.
Knowledge of the R/3 Basis system, system monitoring,
defining matchcodes, defining concepts of user's authorization.
Created reports with R/3 Report Writer tool, (e.g.,
Budget-form, Forecast-form, Cost center-form, P&L-form,
Balance Sheet, defined hierarchy sets).
Experience with:
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Balance
sheet structures in accordance with the local fiscal
law.
Cost centers, cost elements, internal orders, cost
type.
Cost center hierarchy, cost element hierarchy, Product
hierarchy.
Defining batch-input structures for integration
of other systems to SAP R/3. |
Drew up extensive SAP system configuration documentation
and user documentation.
Conducted user training in SAP(R/3) accounting and controlling.
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Protectas SA,
Switzerland 1990-1992
Head of the EDP department and Project Manager of Branch
Automation System 1989-1992
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role: Head
of the EDP department and Project Manager of Branch Automation
System |
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Client
/ Company: PROTECTAS S.A. (part of the ADIA INTERIM
Group), Lausanne, Switzerland.
Proyect Description:Responsible
for the introduction of the computer supported administration.
Task: When he entered Protectas
there were no computers in use in the administration,
except for the general ledger which was subcontracted
to an auditing company. He built up a Novell Network System
with all features of a modern Office Automation System
and a datalink to the auditing company.
As Project Manager for the Branch automation System responsible
for developing a software program with the goal of streamlining
the administration of the Protectas affiliates concerning
disposition of manpower, billing and payroll as well as
client records and personal records. It also included
different financial controlling and management reporting
tools.
His role included:
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budget responsibility
over more than 2 million Swiss Francs/year
analysis of the company structure and its needs
in the area of office automation
defining technology and Network architecture (PC,
Novell, Token Ring)
selection of standard software develop bespoke software
responsible for buying hardware and for negotiating
delivery contracts |
Concerning Branch Automation System Protectas (BASP)
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writing
working manual
supervising and coordinating all programming with
subcontractor (French software house in Paris)
testing, developing and enhancing existing BASP
program
drawing up user documentation in German and French
implementing and training BASP
setting up a hot line desk to support users of BASP
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Worked in the branch Automation Department of ADIA PERSONEL
SERVICES Headquarters in the United States developing
a database structure for the Hot Line PC support Help
desk, in order to perform in-house user support.
Business process re-engineering, configuration, iterative
testing, conversion planning, training and support.
He has been part of design and implementation team in
many small and large projects.
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Protectas SA, Switzerland
1989-1990
Assistant to the Vice President Finance Europe
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My
role:
Assistant to the Vice President Finance Europe |
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Client
/ Company: PROTECTAS S.A.
(ADIA INTERIM Group), Lausanne, Switzerland .
Poyect Description: Assisting
in consolidating the Group's closing and reporting to
the Board of Directors.
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