Matthias Schleinitz

• Managed the timely creation of the specifications by the two business analysts and the implementation of the resulting stories by the three scrum teams, each having internal and external developers.
• Personally supervised the four stages of the legacy data migration.
• Wrote the proposals for all change requests during the project.
• Planned training sessions at each of the 8 locations of the client’s real estate appraisal division.
• Set up an individual Jira service desk to report bugs and feature requests during the project and maintenance phase.
• Included a third-party product into the solution using a REST API.

• Managed the activities of all company departments to supply the necessary answers and documents to participate in the tender.
• Planned the workshops that were part of the tender process for all shortlisted participants and organized the creation of consistent PowerPoint slides to demonstrate the suggested solution.
• Initiated and accompanied the contract negotiations with the central purchasing department of the ordering company.
• Set up the organizational and communication structure of the project after the company won the bid.
• Coordinated with my company’s Agile coach an overall Agile development process, with our client, and with my company’s involved departments and teams.

• Gathered the requirements regarding the necessary adjustments to the software for the market entry in Austria and divided them into sequential projects that would form a program.
• Successfully led the projects using internal development resources and two external subcontractors.
• Spearheaded two projects to integrate Austrian products into the product portfolio on on-geo and connect the appraisal software to a client’s core banking system.
• Supported the sales efforts in the Austrian market through prototypes and pre-projects.
• Reported to the management regarding all activities connected to the market entry in Austria.
• Led two projects for Austrian clients, successfully introducing a customized solution for the first Austrian client.
• Set up customer service using the Jira service desk, geared to the Austrian specifics.

• Introduced a system for company-wide project monitoring with monthly reports on budget consumption and compliance with scope, time, and budget objectives.
• Authored a project management handbook that serves as a binding guideline for all project managers in my PMO team and at on-geo, taking the agile development process into account.
• Planned and supervised the gradual introduction of unified project management processes in all company departments.

• Managed two business analysts and one scrum team to write all specifications and make all adjustments necessary to use the software product for the purpose intended by the client.
• Advised and guided the client on using additional services provided by my employer.

• 20 — Financial & Operational Power BI Reports Across 3 Business Units

CHALLENGE
• Microsoft Excel was used for internal and external reporting.
• Financial and operational data were hidden in several internal and external data silos.
• There was heavy reliance on the internal IT team for reporting.

SOLUTION
• Searched and commissioned an offshore provider for data engineering and Power BI and Power Apps development.
• Developed a roadmap for the three involved business units and translated this into a sprint plan.
• Set up an Agile project structure and delivery process with internal and external resources.
• Developed a data warehouse for ERP data using SAP Business One.
• Created 20+ financial and operational Power BI reports across three business units.
• Built 5+ Power Apps solutions for automation.
• Rolled out an upskill program for internal resources, including Power BI.

Achieved consistent live Power BI reporting across all business units, including the development of 20+ financial and operational Power BI reports.

• AUD 85,000 — Annual Savings in Labor & Printing
• AUD 125,000 — Annual Gains from Market Opportunities & Improved Tracking

CHALLENGE
• Grain marketing was done using an internal legacy application with high maintenance effort for the IT team
• There was a hard deadline set for the rollout of the new solution for the start of harvest.

SOLUTION
• Provided a software trial with two farms.
• Established a cross-departmental project team with several workstreams.
• Analyzed affected financial processes.
• Implemented ERP integration via the Web Service API.
• Identified customization needs and clarified with the vendor.
• Procured hardware such as printers.
• Adapted Power BI and Excel reporting.
• Provisioned training for farm and accounting staff.
• Decommissioned legacy systems.

Rolled out a state-of-the-art software reflecting the latest industry developments and legislation for all user groups, with complete decommissioning of legacy systems. Improved reporting and decision-making via live insights into sales.