Insights
Experience with Global Industry Leaders
I work with leading, publicly listed companies recognized worldwide for their strong brands. My clients typically operate with highly complex business processes and sophisticated IT environments.
Below, you’ll find press releases and case studies highlighting some of my past project implementations and major business transformation initiatives. In these engagements, I have served as an external expert, delivery lead, or technical manager—helping organizations navigate and succeed in challenging transformations.
Explore the stories below to learn more about my experience and impact.
As of early July 2025, Glencore has a market capitalization of approximately $47 billion USD. This positions Glencore among the world’s 500 most valuable publicly traded companies by market cap.
Driving IT Transformation in Glencore’s Strategic Agricultural Divestment
In 2016, Glencore undertook a major strategic move by selling stakes in its agricultural business—which included the prominent grain handler Viterra—to Canadian pension funds. The British Columbia Investment Management Corporation (BCI) acquired a 10% stake for US$624.9 million, while the Canada Pension Plan Investment Board (CPPIB) purchased a 40% stake for US$2.5 billion. These transactions were part of Glencore’s broader strategy to reduce net debt and sharpen its focus on core mining and trading operations.
Viterra, acquired by Glencore in 2012, played a significant role within the company’s agricultural portfolio. Following these stake sales, Glencore later sold Viterra itself to Bunge—a deal currently under regulatory review, including scrutiny from the Canadian Competition Bureau.
This divestment highlights not only Glencore’s financial management and strategic refocusing but also underscores the growing influence of Canadian institutional investors in the global agricultural market.
My Role: Leading the IT Carveout and Cutover Management
As Cutover Manager, I played a pivotal role in the IT transformation supporting this complex divestment. Over five iterations before final execution, I led the design, testing, and delivery of a comprehensive cutover plan consisting of more than 3,000 detailed activities. This meticulous planning ensured a seamless go-live of the transformed SAP landscape, safeguarding business continuity during a critical organizational restructuring phase.
The initiative was executed in close collaboration with SAP System Landscape Optimization (SLO) and INT4, demonstrating effective coordination across technical teams and stakeholders.
“Digital transformation of IT architecture :Telefónica / O2 aims to accelerate time-to-market by over 50 percent”.
As of July 2025, Telefónica Germany (operating as O2 Telefónica and listed as Telefónica Deutschland Holding AG) has a market capitalization of approximately €6.5 billion (about $7.0 billion USD).
Leading IT Transformation at Telefónica Germany (O2) – FENIX & FUEL Program
Between 2023 and 2025, Telefónica Germany (O2) is undertaking a groundbreaking transformation program—FENIX and FUEL [TK]—to modernize its IT infrastructure and operations. This ambitious initiative is centered on migrating to a cloud-native technology stack, increasing automation, and boosting organizational agility to accelerate time-to-market for new products and services.
A key focus of the program is driving cultural change and fostering a “can-do” mindset across the organization, empowering teams to innovate and adapt quickly.
Overcoming Complexity, Building for the Future
With 25 years of organic and inorganic growth, Telefónica / O2’s IT landscape has become highly complex, comprising over 100 applications—many redundant or independently developed, each requiring separate maintenance. Historically, two-thirds of IT investment and operating costs have been dedicated to maintaining this legacy environment.
The transformation aims to streamline and future-proof the company’s IT architecture by:
Reducing IT service providers from ten to just two strategic partners who will guide the entire transformation and product development journey.
Consolidating core IT platforms from six to two—one for private customers and one for business customers—enabling tailored solutions for each market segment.
Adopting standardized systems (such as Salesforce) to replace highly customized, individually coded solutions, allowing for easier updates across multiple brands from a single interface.
Collectively, these changes are expected to reduce Telefónica / O2’s IT application operating costs by up to 30% from 2025 onwards.
My Role: Delivering Transformation as TECH SAP Senior Project & Delivery Manager
As the TECH SAP Senior Project & Delivery Manager and Manager of the Technology Architects Team, I am privileged to lead this transformation in close collaboration with TCS. Within the Telefónica Germany–TCS partnership, I serve as the technical gatekeeper on the client side, ensuring seamless integration of more than 50 interfaces and the successful implementation of S/4HANA Logistics.
My responsibilities include aligning technical objectives, managing cross-functional teams, and driving the project toward a successful go-live this year—delivering tangible business value and setting Telefónica / O2 on a path to sustained digital leadership.
“THEMIS unified operations, enhanced supplier and customer collaboration, and accelerated integration for Danone’s newly acquired companies.” Danone
Danone's market value amounts to €17.71 billion.
Inside the THEMIS Transformation at Danone
As the digital backbone of Danone’s global operations, the THEMIS program unified SAP ERP across business units and geographies—harmonizing data, standardizing processes, and accelerating integration, especially after major acquisitions.
Despite cultural and organizational complexities, THEMIS delivered measurable impact:
Consolidated legal entities and embedded 140+ best practices
Enhanced collaboration with suppliers and customers
Shifted Danone from fragmented local operations to a connected, agile, and scalable enterprise
THEMIS enabled not just efficiency, but also long-term digital evolution—powering future integrations, automation, and innovation at scale.
Key Achievements
2003: ~50% of Europe/North America sales, 73% of global fresh dairy sales covered
2011–2014: 74–81% coverage in Fresh Dairy & Waters
2022: 90% consolidated sales, 660M forecasts/week, 40× faster demand planning, 35% waste reduction, 22% CO₂ reduction, 39% carbon reporting
Today, THEMIS supports 85% of Danone’s consolidated sales, with ongoing rollouts and integration of new acquisitions like WhiteWave.
My Role in the Transformation
I have been privileged to support several strategic THEMIS initiatives, including:
Migrating to the New General Ledger for Polish units
Leading a Central European SAP System Landscape Optimization (SLO) project
Managing the deployment of a Corporate Template across Eastern Europe as Deployment Manager, collaborating closely with external partners on Danone’s journey to S/4HANA
This transformation journey continues, driving Danone’s digital future.
“Mettler Toledo’s Blue Ocean Program: Global ERP standardization, integrated IT, and streamlined operations for greater transparency and efficiency (2018).”
As of July 2025, Mettler-Toledo International has a market capitalization of approximately $25.05 billion USD, making it one of the world’s 500 largest publicly traded companies by market cap. In euros, this equates to about €21.2 billion
Mettler Toledo Blue Ocean Program: Driving Global Standardization & Innovation
The Blue Ocean Program at Mettler Toledo (S&P 500) is a global transformation initiative launched to create a unified, automated, and integrated operating model across the company. By implementing a single global ERP instance, harmonized IT systems, and standardized business processes, the program has enabled greater data transparency, streamlined operations, and enhanced efficiency worldwide.
Key Program Highlights (2013):
Sales & Service Representatives: 6,000
Countries Served: 84
Market Organizations: 36
Employees: 12,500
Annual Sales: $2.379 billion
Blue Ocean Users: 5,825
Orders Shipped: 700,000
Internal Trainings: 25,000+
Website Visits (mt.com): 8.7 million
“Blue Ocean is bringing the benefits of more globalization to METTLER TOLEDO, including better communication, data, and decision making.”
My Role: Global SAP Finance & HCM Team Lead and Portfolio Manager
As Global SAP Finance & HCM Team Lead and Portfolio Manager, I led the delivery of complex, multi-country SAP solutions across the U.S., Europe, and Asia. My responsibilities included:
Strategic Leadership: Translating visionary IT strategies into scalable, enterprise-wide solutions.
Portfolio Management: Directing Finance and HCM transformation projects, ensuring alignment with global business objectives.
Global Integration: Leading the implementation of SAP Financial Supply Chain Management (FSCM) within a shared services model, integrating operations across Shanghai, Mumbai, Warsaw, and Ohio.
Process Standardization: Enhancing dispute and collections management, accelerating cash flow visibility, and unifying business processes across regions and time zones.
Governance & Change Management: Establishing and leading Change Advisory Board operations, enforcing rigorous delivery governance and risk mitigation.
Team Leadership: Managing a high-performing team of SAP specialists, fostering global collaboration and professional growth.
Continuous Improvement: Advising on digital optimization and emerging technology trends to maintain a competitive edge.
“Capgemini supports Zurich Germany in accelerating a strategic IT transformation”.
July 2025, Capgemini has a market capitalization of approximately $29.1 billion USD, making it one of the world’s 750 most valuable publicly traded companies by market cap
Capgemini Schweiz AG: Global Finance Transformation for Leading Insurance Group
In 2013, Capgemini Schweiz AG played a pivotal role in a major global finance transformation for an international insurance group. The project centered on designing and deploying a centralized SAP Finance Hub, enhancing financial systems and processes across multiple geographies.
Leveraging Capgemini’s global delivery model, teams were coordinated across Switzerland, India, and other strategic locations. Key activities included technical scoping, global impact analysis, localization for countries such as Mexico, Australia, and Switzerland, and the establishment of a scalable testing framework. These efforts supported the client’s strategic objective to harmonize financial operations worldwide.
My Role: Senior Global SAP Consultant
As Senior Global SAP Consultant in Zurich, I contributed to several critical streams:
Delivered a unified global finance platform by integrating data from multiple systems into SAP
Managed offshore teams based in India to ensure seamless delivery
Supported presales activities including early-stage scoping and estimation for future SAP initiatives
My work directly supported Capgemini’s commitment to delivering high-value outcomes and maintaining global quality standards. This engagement marked the beginning of a multi-year transformation journey with Capgemini and Zurich Insurance, setting the foundation for ongoing innovation and operational excellence.
Featured Press Coverage
FSCM: A New Standard in SAP Finance
All for One Poland
By Tadeusz Kosmowski
Lepszy Biznes, 2012
Wirthwein: Unifying Operations Across the USA, Germany, Poland, and China in One SAP System
By Beata Niemiec-Siwek & Tadeusz Kosmowski
Lepszy Biznes, 2012
Denmark’s Bold Move: Copyrighting Your Own Face to Fight Deepfakes
By Tadeusz Kosmowski
LinkedIn, 2025
By Tadeusz Kosmowski
LinkedIn, 2025
84% of managers in Poland plan to implement AI agents within the next 18 months...
By Tadeusz Kosmowski
LinkedIn, 2025