Chris Hannusch

I support SMEs with digital operations improvement, PMO foundations, process redesign, and selective workflow automation. My work focuses on helping businesses create clearer structure, better visibility, stronger execution discipline, and less manual work. Typical engagements include defining governance structures, KPI and SLA frameworks, operating rhythms, escalation paths, ownership models, and practical workflow improvements that make teams easier to run.

I also support implementation where useful, using tools such as Make, Airtable, APIs/MCPs, and pragmatic AI capabilities to improve reliability, handoffs, and execution quality without adding unnecessary complexity. Alongside delivery work, I create reusable playbooks, templates, prompt libraries, and enablement materials to support self-service and consistency.

Recent outcomes include 50% reduction in aged backlog, 55% cycle-time reduction, 98–99% on-time completion within one quarter, 99% SLA adherence, and removal of around 30 hours per week of recurring administrative work.

Built and led a central Business Excellence function spanning PMO, project management, and operational excellence. The role combined team leadership, governance design, portfolio visibility, delivery support, and internal consulting across the business. I grew and structured the function, managed two teams, and acted as a senior sparring partner for stakeholders working across roughly 50 concurrent projects.

A major focus was building execution discipline at scale: I designed and implemented a company-wide portfolio management framework covering around 250 initiatives, improving prioritisation, dependency management, escalation, and executive visibility. I also defined and rolled out standardised intake, governance, and delivery methods across Agile, Waterfall, and Hybrid environments, driving 90% adoption of PM standards.

In parallel, I introduced Lean Six Sigma company-wide, contributing to a 30% process-efficiency improvement and 20% financial impact, and developed KPI reporting to support Management Board decision-making. I also co-created the company AI strategy, served on the AI Committee, and enabled practical AI and automation use cases that improved self-service, planning efficiency, and reporting efficiency.

Led strategic cross-functional programmes within Customer Fulfilment, translating complex business needs into execution plans, business cases, KPI frameworks, governance structures, and measurable outcomes. I worked across operations, logistics, engineering, B2B, and external providers, helping stakeholders move from problem definition to structured delivery in complex and ambiguous environments.

The role combined hands-on programme leadership with strong internal consulting elements: shaping initiatives, aligning stakeholders, structuring governance, and providing clear decision support. I managed senior stakeholders up to SVP level through steering committees, structured reporting, risk management, and performance reviews, ensuring alignment on scope, priorities, risks, and trade-offs across multi-stream initiatives.

I also delivered SaaS onboarding, outsourcing, and CAPEX-backed operational improvements, including governance and contractual coordination with Legal and Compliance around documents such as DPA, MSA, and SoW. In addition, I mentored junior project and process managers and embedded more structured project and continuous-improvement practices into day-to-day delivery.