Konzern- und Automotive-Transformation
T-Systems · Mitarbeit in Kunden- und Konzernprojekten, einschließlich konzernweiter Transformationsprogramme und RPA-Anwendungsfälle.
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Ausgewählte Projekte & Projekterfahrung
Ein erster Auszug aus beruflichen Stationen und Projektfeldern. Die Darstellung wird anhand konkreter Projektmandate und nachprüfbarer Ergebnisse weiter präzisiert.
SAP MM & SRM
T-Systems · Beratung und Entwicklung in Einkaufs- und Beschaffungsprozessen, Reporting sowie Support.
SAP FI / CO
T-Systems · Fachbereichsprojekte, Nearshore-Implementierungen sowie ERP- und Datenbankunterstützung.
SAP HCM & Public Cloud
Persona Service · SAP-HCM-Administration, Unterstützung der Entgeltabrechnung und Mitarbeit im SAP-FI-Public-Cloud-Migrationsumfeld.
Web-Applikationen & SAP RE-FX
Volkswagen Financial Services und Immologis · Fachbereichsanforderungen, Webentwicklung und SAP-Teilprojektaufgaben.
Strategic Transformation & Program Management
Think transformation strategically. Make change effective.
A personal portfolio exploring enterprise transformation, program management and the purposeful use of intelligent technologies.
ProfileSTRATEGY
×
TECHNOLOGY
PEOPLE PROCESS TECHNOLOGY ×
TECHNOLOGY
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Profile
Economics meets technology
I connect an economics-based perspective with practical experience in SAP and IT environments. My interest is in how organizations translate technological opportunities into viable strategies, effective processes and sustainable organizational development.
My professional perspective brings together strategy, organization, business processes and execution. I see transformation not as an isolated IT project, but as the continuous evolution of an enterprise system – guided by clear objectives, traceable decisions and the involvement of affected people.
Academic background
Master of Arts (M.A.), Economics – University of Kassel, 2016
Bachelor of Arts (B.A.), Economics – University of Kassel, 2011
Selected SAP qualifications
- SAP ERP ECC 6.0 – Business Associate (2011)
- SAP S/4HANA – Application Associate (2020/2021)
- SAP S/4HANA Management Accounting (CO) – Application Associate (2021/2022)
- SAP S/4HANA Financial Accounting (FI) – Application Associate (2022)
- SAP Analytics Cloud – Analysis, Planning & Integration (2022)
- openSAP learning on cloud, intelligent ERP, data management and transformation
Languages: German (C2, native) · English (C1) · Turkish (C1) · French (B1) · Arabic (A2)
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Professional experience
SAP Inhouse Consultant
Persona Service AG & Co. KG
SAP HCM administration and support for monthly payroll; business processes, users and system operations; support in the SAP FI Public Cloud migration context.
Team Lead – Consulting & Development
Slenderiser GmbH
Contributed to proposals and setup projects, needs analysis, resource and training planning, and organizational development topics.
Consultant II – Customer and Group Projects
T-Systems International GmbH
Consulting and development in SAP business projects and a group-wide transformation program; including MM, SRM, FI/CO, ITSM, RPA use cases, reporting and support.
Flexikant – Internal Group Projects
T-Systems International GmbH
SAP ERP consulting and development, including data archiving, eBanf/MM and FI/CO support.
Systems Analyst
Volkswagen Financial Services AG
Analysis and implementation of business requirements, web applications and SAP sub-project activities.
Internship & Trainee
Immologis GmbH
SAP RE-FX consulting and web development in an enterprise environment.
Call Centre Agent / Sales
QVC Germany
Customer advice, order processes and operational sales support.
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Transformation as continuous evolution
Organizations do not become intelligent through a single technology deployment. Transformation emerges from the interaction of operational improvement, integrated enterprise systems and an adaptive approach to managing transformation itself.
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Operational intelligence
Automating individual activities and processes
Tangible process relief, shorter cycle times and released capacity.
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Intelligent enterprise systems
Connecting processes, data and applications
An end-to-end view of value creation, data and operational decisions.
0303
Intelligent transformation management
AI support for enterprise evolution
Continuous analysis, assessment and preparation of management decisions.
The approaches presented here are conceptual working models and will be refined throughout the project.
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Human-Governed, AI-enabled Transformation
Within defined guardrails, AI can continuously monitor, research, analyse, develop use cases, identify dependencies and prepare decision materials. Strategic accountability remains with people.
H
Human governance
Strategy · Accountability · Approval
AI
AI-enabled analysis
Monitoring · Research · Scenarios · Recommendations
Defined guardrails · Transparent evidence · Human decisions
- People define objectives, guardrails and priorities.
- AI supports analysis, monitoring, scenarios and recommendations.
- Management and responsible bodies decide on strategy, budgets, resources and execution.
- Assumptions and guardrails are reviewed when markets, technology or the organization change.
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Transformation Scan
A continuous plausibility and feedback mechanism: strategic objectives and assumptions are compared with actual developments in markets, technology, competition and the transformation portfolio.
- 01Capture the strategic baseline and target measures
- 02Monitor internal and external developments
- 03Identify deviations, risks and emerging opportunities
- 04Prepare scenarios and traceable recommendations
- 05Document management decisions and adjustments
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From individual projects to an evolving portfolio
Value and feasibility are different questions. A strategically attractive use case may not yet be implementable due to missing data, infrastructure, capabilities or institutional approvals. Rather than discarding it prematurely, the portfolio retains it together with prerequisites and development paths.
Implement now: sufficiently mature and responsible.
Build prerequisites: develop data, architecture, capabilities or governance.
Monitor and prepare: preserve potential and reassess maturity regularly.
Discontinue: with a rationale based on transparent criteria.
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Institutional governance & workforce participation
Works councils, unions, collective and company agreements, employee data protection, HR and internal approvals are distinct conditions for transformation. Technical feasibility does not replace participation or approval processes. Digital support can map requirements and stakeholders, prepare documentation and record status; binding decisions remain with the responsible people and institutions.
Works council / unionsHR & workforceData protectionCollective & company agreementsInternal approval bodies Transformation governance
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Enabling strategic product evolution
Product strategy and enterprise transformation influence one another. The portfolio considers technology options, market and customer signals, strategic positioning, prerequisites and evolution paths. Detailed engineering, product architecture and technical validation remain with the relevant specialist disciplines.
Market & customer signals↔Product strategy & technology options↔Enterprise capabilities & transformation
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Technology & innovation domains
Technologies are not assessed in isolation, but in the context of business processes, data, architecture, organization and strategic objectives.
RPA & Process Automation
Automate recurring rule-based work; assess capacity, cycle time and error rates.
Machine Learning & AI
Forecasting, classification, pattern recognition and intelligent decision support.
Data Intelligence & Analytics
Improve data quality, transparency, planning and evidence-based decisions.
Internet of Things
Use asset and condition data to improve monitoring and enable predictive maintenance.
Integration & APIs
Connect applications, data and processes across system boundaries.
Cloud & SAP BTP
Use application development, integration, data and AI services as platform capabilities.
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Transformation Value Assessment Framework
A common assessment framework creates comparability while calculations remain technology- and use-case-specific. RPA requires different impact models from predictive maintenance, IoT or data intelligence.
Investment and implementation costs
Ongoing operating and change costs
Gross savings potential and released capacity
Realizable cost impact and additional value creation
Risk reduction and quality improvement
Enablement value, dependencies and time to value
All models are conceptual working approaches. Results should rely on traceable data, explicit assumptions, transparent formulas and sensitivity scenarios. Missing inputs are flagged, never replaced with invented values. Released capacity is not automatically a cash-releasing saving.
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Industry perspective
A particular reference context is the automotive and road transportation economy – including passenger cars, commercial vehicles, logistics and supply chains. The models are adaptable frameworks for thinking and working, not universal blueprints.
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RPA Savings Calculator
An initial estimate of the automation potential of a recurring process.
Capacity released93.3 h / month
Gross savings potential€3,266.67 / month
Capacity released (FTE)0.54
Illustrative model: released capacity does not automatically represent realized payroll savings. The FTE conversion uses an illustrative 173.33 working hours per month.
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dmortas@hotmail.de Contact
For professional exchange and career-related enquiries.