Krzysztof Janusz

With my current role I am responsible for building up and organising the maintenance&support function at SMT software. I am defining the sales strategy and working on completing the offering. At the same time together with my staff we are introducing the best ITIL practices for IT Service Management and working on a set of define processes and procedures within the organisation. Last but not least in this role I have the full accountability of all of the ongoing maintenance contracts and I am in the permanent sync with our clients in terms of the maintenance services the organisation is providing to them.

At IGT I was responsible for all technology deliveries to IGT clients in Germany and Denmark. I managed delivery teams of program&project managers, software&quality engineers, systems engineers&architects and business analysts. Having very close and direct contact with the customer (C Level) I was making sure that all the deliveries met the acceptance criteria. I personally led successful deliveries of +30 projects with the team size of +80FTE and total budget of +10M $. Internally I was accountable for delivery efficiency and was able to reduce the delivery cost by 25%. Together with a bigger IGT pre-sales team I was involved in major lottery tenders and can claim being part of the team that won the very first lottery bid in Germany after 7 years of consecutive loss. While managing the C-Level communication externally, internally I was reporting the overall delivery status to the Vice President of Technology Solutions.

As a First Line Manager at IBM I managed a group of 42 Project Managers and oversaw more than a 100 of IT projects at a time. I had personally hired and trained most of the staff. Together with my team I was able to create a working environment where people strive to deliver at their best. Being responsible for financial and budget activities I was able to reach the maximum of operational efficiency. Last but not least I believe I know how to find the right balance between giving people the autonomy they need to get their job done and supervision that is required to achieve the business goals.

As a Project Manager at IBM I managed complex IT infrastructure projects. The scope of the projects was different each time, from performing move of Software applications between different platforms to complete upgrade of the network infrastructure. My recipe for successful project management is not only correct planning, execution and understanding of client's actual needs but foremost active involvement of important stakeholders in appropriate project phases and applying lessons learned so that future improvements are possible.

As a Product Manager I was personally responsible for some part of the “multiradio base station” business at Nokia Siemens Networks. Product Management is to me like running own business within a bigger company with full financial and legal responsibilities. That job was all about marketing and selling NSN solutions, collecting and understanding client's requirements, calculating business cases and finally managing delivery process to ensure timely and accurate product deliveries. My personal achievement was introduction of new power saving features and successful acquisition of a new “greenfield” operator in France (Free).

As Project Manager at NSN I managed Value Added Services (VAS) types of projects. Scope of the projects was to define, develop and customize the Software as per client's requirement and then final test and integration in the operator’s network. Part of the job was also execution of project specific training for the local staff. One of my greatest achievements was full automation of the testing process that resulted in more efficient project execution without worsening the overall project quality. I have personally supported some of the main Telecom players from Europe (T-Mobile, Netherlands), Asia (Banglalink, Bangladesh) and Africa (Tunisiana, Tunisia).