Three employers, five continents, one arc: enterprise architecture, landscape transformation, executive escalations, software quality, strategic accounts and customer success.
Andreas' career moved progressively closer to the point where technology decisions create business consequence: from enterprise architecture and implementation, to P&L and programme ownership, to executive customer situations, product-quality governance and global account leadership.
Europe and international programmes
Contributed to enterprise-architecture work and more than 40 implementation and rollout assignments during the global transition from SAP R/2 to R/3.
Africa
Led SAP landscape-transformation work across mergers, acquisitions, divestitures, reorganisations, consolidations, upgrades and New General Ledger migrations, with P&L and regional revenue responsibility.
Newtown Square, United States
Directed business-critical customer escalations, including production-down and endangered go-live situations, with reporting to SAP executive leadership.
Palo Alto and North America
Provided executive oversight for mobile and database production programmes, quality systems, partner platform validation, customer validation and release readiness.
Switzerland and global accounts
Led strategic customer relationships and transformation execution for major organisations including Nestlé, Swiss Post and SBB.
Singapore and Asia-Pacific
Served as executive lead for Standard Chartered Bank and PETRONAS, connecting customer strategy, cloud transformation, partners and SAP leadership.
United Kingdom and global financial services
Led executive engagement for complex financial-services organisations including Barclays, Santander and HSBC.
Germany and international
Translates SAP Cloud ERP, data, AI, software quality and transformation choices into board-level decision frameworks through sapperment.
The foundation chapter: enterprise architecture and global SAP rollout leadership through the R/2→R/3 transition, with more than 40 implementation and rollout assignments and template work that consolidated 250+ productive systems. The lasting lesson: technology is never isolated — every design choice changes work, information, responsibility and the customer's ability to operate, and complexity is easy to create and expensive to remove.
The chapter also went intercontinental: in São Paulo, Andreas supported Siemens with go-live readiness checks and executive steering-committee support — quality assurance and leadership alignment at the exact moment a programme meets production.
Andreas managed SAP's System Landscape Optimization activity across Africa: mergers, acquisitions, divestitures, reorganisations, consolidations, upgrades and New General Ledger migrations, with P&L responsibility, regional direction and multi-year account strategies. The best-documented example is Telkom South Africa's New General Ledger implementation — a ZAR 31,189,795 programme with more than 120 SAP personnel and 15 external consultants. SAP's support letter records regional SLO revenue growing from ZAR 1.9 million in 2010 to ZAR 51.9 million in 2012.
As Global Escalation Manager in Newtown Square, Andreas led critical customer situations — production-down events, endangered go-lives, missing functionality with material business impact. SAP's filing records five Executive Board escalations, budgets up to US$1.2 million and teams of 10 to 250 professionals. The lesson: calm is a leadership capability — teams in crisis need a shared fact base, a decision rhythm, clear owners and honest communication.
At SAP Labs in Palo Alto, that discipline became proactive. As Vice President, Production Programs for Mobile and Database, he owned strategic quality objectives, customer and partner platform validation, release readiness and quality due diligence — programmes of 10 to 1,000 people and budgets up to US$7.5 million. Find the risk before the customer is forced to experience it.
The final SAP arc extended the quality-and-execution foundation into global customer success and strategic accounts: Nestlé, Swiss Post and SBB from Switzerland; Standard Chartered Bank and PETRONAS from Singapore, coordinating customer leadership, SAP product, cloud, services and partners across APJ's varied operating cultures; then complex, regulated financial-services organisations — Barclays, Santander, HSBC — from the United Kingdom. The common discipline: translation. Executives, engineers, partners and local operations use the same words for different ideas; leadership is the work of preserving meaning across those boundaries.
The current chapter turns that record into durable, employer-independent frameworks: as publisher of sapperment and author of Executive Clarity, Andreas translates SAP Cloud ERP, data, AI, software quality and transformation choices into board-level decision frameworks — with four newsletters and the eight-decision library as the working output.
The career record is supported by two public references: the SAP Labs I-140 support letter for the South Africa, SAP America and SAP Labs chapters, and Andreas' current LinkedIn profile for the continuing professional record.
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