Dr. David Shaban

Project Overview: The goal of this project was to deliver a fully functional website for the client's company, which included a diverse set of pages such as a landing page, services, blogs, a shop, and other essential sections. The website needed to provide a seamless user experience, robust functionality, and clear branding to enhance customer engagement and online presence.

The project aimed to implement the SAP Customer Complaint System within the client’s SAP S/4HANA environment to streamline and automate the management of customer complaints. The system needed to support the end-to-end process of complaint handling, from complaint capture to resolution, ensuring timely responses, accurate data recording, and continuous process improvement.

The project aimed to globally implement the Tacton Configure, Price, Quote (CPQ) solution to replace outdated systems, such as Excel sheets and legacy databases, used for managing sales processes. Tacton CPQ is a powerful tool designed to streamline and automate the sales process by helping sales teams quickly configure complex products, accurately price them, and generate quotes. The project’s goal was to ensure a seamless transition to Tacton CPQ while driving standardization and efficiency across global

The project aimed to transform the entire IT infrastructure of the organization by applying the Spotify model, a highly effective Agile framework that emphasizes autonomy, alignment, and collaboration within cross-functional teams. The objective was to reframe the company’s approach to IT management, ensuring a scalable, efficient, and flexible environment that could quickly adapt to business needs.

This project aimed to transform an existing server/client-based booking software into a modern, scalable, and secure cloud application with enhanced functionalities. The project was delivered in three stages: the first stage involved recommending a suitable cloud platform and provider, the second stage focused on transforming the application to the cloud, and the third stage required designing and delivering training programs for the customer’s sales team.

This project aimed to transform the entire IT division at GfK, including the company’s IT infrastructure, into a modern cloud landscape. The initiative involved the adoption of Agile frameworks (Scrum, Kanban, and SAFe) to guide the transformation process, and it was executed using Salesforce tools for project management, collaboration, and customer relationship management. The goal was to enable a more agile, scalable, and efficient IT infrastructure that could meet the growing demands of the business.

The goal of this pilot project was to design and build a new private cloud infrastructure with seamless interfaces to both Salesforce and the public cloud. The project was executed using Agile methodologies such as Scrum, Kanban, SAFe, and Salesforce tools were utilized for CRM and project management. The objective was to create a robust, secure, and scalable cloud environment that would integrate with both Salesforce for CRM functionalities and public cloud platforms to enable flexibility and scalability.

This project aimed to create comprehensive Business Continuity (BC) and Disaster Recovery (DR) plans for GfK’s IT infrastructure. The project was essential for ensuring that the company’s critical systems and data would be resilient in the face of disruptions, minimizing downtime and preventing data loss in case of natural disasters, cyberattacks, or other unforeseen events. The project utilized Agile methodologies including Scrum, Kanban, Lean, and SAFe frameworks to ensure that the plans were developed

This project aimed to create comprehensive Business Continuity (BC) and Disaster Recovery (DR) plans for MAEG’s IT infrastructure, ensuring the company’s critical systems and data would be resilient in the event of disruptions. The project also focused on integrating Quality and Test Management (QTM) into Business Continuity Management (BCM) to ensure that the recovery plans were not only robust but also thoroughly tested and validated. The project was managed using Agile methodologies

The objective of this project was to coach and guide Webasto Group’s project and program managers in transitioning from traditional project management methodologies to Agile practices, specifically Scrum and Kanban. The goal was to help them create and manage Agile programs and projects, ensuring they could leverage the flexibility, transparency, and collaboration inherent in Agile methods to improve delivery times, team productivity, and stakeholder satisfaction.

The goal of this project was to extend and renew the WiFi infrastructure within specific areas of Stuttgart, improving connectivity and expanding network coverage. This involved managing multiple sub-projects that needed to be delivered in parallel, with each project addressing different aspects of the WiFi infrastructure. The project was managed using Agile methodologies allowing for iterative development, flexibility in addressing issues as they arose, and continuous collaboration between functional teams

This project aimed to transition all current IT projects at Deutsche Bank Group from traditional Waterfall methodologies to Agile, with a particular focus on enhancing IT security, compliance, and access identity management. The program’s objectives were to improve agility in delivering IT security solutions, ensure compliance with regulatory requirements, and optimize identity and access management processes. As the Agile Program Manager, I led the transition, directed the course of the program

This project aimed to support the maintenance of FIS Kordoba GmbH’s Information Technology (IT) strategies by managing staff across three locations in Germany. The focus was on researching and implementing technological strategic solutions that aligned with business goals and enhancing organizational capabilities. Additionally, I oversaw multiple Agile project activities, providing tactical management, administration, and leadership throughout a large Salesforce implementation project.

This project was centered around the foundation of a vocational college, where I served as acting CEO during the foundation period of the LLC and was a key member of the steering committee. The goal was to establish a comprehensive educational institution that provided vocational training, equipping students with the skills needed to meet the demands of the workforce. As a Deputy General Manager & Agile Coach,I was responsible for managing the college’s creation, ensuring that it adhered to Agile principles

As the Multi-Unit Operation Manager at Hewlett Packard, I was responsible for leading and collaborating with project managers, subject matter experts, and various business groups to ensure successful execution of high-level and detailed Agile project plans. My primary focus was on aligning project resources, addressing sensitive issues proactively, and ensuring that infrastructure and SAP solutions were effectively implemented in HP ES Data Center environments.

This project involved supervising, monitoring, and controlling the migration of IT services, including data center and outsourcing activities, for 120 clients. The objective was to ensure a seamless transition of IT services, data, and infrastructure to new environments while maintaining high standards of IT governance, end-user security, and transition management. As an Agile Project Manager, I led the project using Agile methodologies, focusing on flexibility, continuous improvement, & iterative progress

As Agile Deputy General Manager at the Ministry of Tourism and International Transport, I was entrusted with acting as the CEO for four companies under the ministry’s portfolio. The primary objective was to ensure smooth operations across these companies, providing both strategic oversight and hands-on management of multiple IT projects. I operated at all levels within and external to the organization, from supporting project teams to providing high-level insights for the Leadership Team and Senior-level.

In this role at Microsoft GmbH, I was tasked with driving multiple IT programs from project initiation through to successful delivery. The focus was on interfacing with customers, understanding both technical and business requirements, and ensuring that product solutions were implemented to meet their needs. A significant part of my responsibility involved creating and reviewing functional specifications to guide product implementation decisions.

As the Agile General Manager at Nile Phone LLC, I was responsible for improving the company’s overall business operations by leading business continuity initiatives, crisis management, and optimizing IT infrastructure. My role involved driving multiple key projects, including IT consolidation, data center optimization, IT security, outsourcing, the transition and move management of critical systems. I was also responsible for developing a comprehensive five year business roadmap that aligned IT strategies

As an IT Project Manager at Trans-O-Flex GmbH, my responsibility was to evaluate the company’s business vision by assessing created business, financial, and economic models. This involved working closely with stakeholders to validate the feasibility and profitability of proposed initiatives and ensuring alignment with the company’s long-term strategic goals. I was also tasked with developing a comprehensive three-year roadmap that detailed the strategic direction for IT infrastructure & service enhancements