IT Project & Program Management
Steering complex transformation initiatives from planning to stable delivery, with a focus on governance, transparency, and dependable structures.
Sebastian Logemann
Senior Project Manager · Transformation & Service Governance
I help organizations turn complex IT and finance transformations into structured, governable, reliable delivery.
01 — About
About
For more than ten years I have been guiding complex transformation initiatives at the intersection of IT, business, and senior management. My focus lies in steering delivery and service governance, in situations where programs need to be stabilized, responsibilities clarified, and stakeholders brought back onto a common path. I am most useful where things are unclear, where ownership is fragmented, and where a structured, calm hand is needed to turn movement into measurable progress.
I see myself less as a pure implementer and more as a methodical partner. I bring structure into ambiguous situations, establish governable ways of working, and make sure that transformation results in steerable delivery rather than activity for its own sake. Over the years I have learned that the hardest part of delivery is rarely the technology. It is alignment: making sure that technical teams, business functions, and decision-makers share the same picture of where things stand and where they are heading.
My genuine domain strength lies in finance and treasury within small and mid-sized organizations, alongside ITIL-based service management. I am comfortable moving between the language of the business and the language of IT, and I see that translation as one of the most valuable things a project lead can offer.
02 — Focus
Focus Areas
Service Governance & Service Management
Building and stabilizing ITIL-based service structures: clear ownership, steerable processes, and reliable operations across onsite and nearshore teams.
Finance & Treasury in SME Context
Hands-on experience with treasury and finance processes in small and mid-sized organizations, including the selection and introduction of Treasury Management Systems, bridging financial requirements and IT implementation.
Stakeholder Bridging: IT ↔ Business ↔ Management
Translating between technical teams, business functions, and decision-makers so that differing perspectives turn into a shared direction.
03 — Method
My Approach
I believe that lasting transformation grows out of method rather than metric pressure. My way of working is structured but pragmatic. I first build a reliable picture of the starting situation, clarify responsibilities, and create steerability before pace is taken up. Speed without a clear foundation tends to create rework, and rework quietly erodes trust.
I combine established methodology with the willingness to adapt it to the reality of each initiative. No two organizations are the same, and a framework is only useful when it is applied with judgement rather than dogma. Where they add value, I also make use of structured, increasingly AI-supported approaches to process assessment, so that analysis is faster and more consistent without losing the human conversation behind it.
04 — Track Record
Selected Experience
Service Governance & Delivery Stabilization
Interim service lead for a product development support engagement at a global technology group. Governance, service management, and delivery stabilization across delivery, management, and technical stakeholders.
The focus was on creating clarity where responsibilities had blurred: establishing a reliable rhythm of reporting and planning, aligning expectations across parties, and giving the engagement a steerable structure it could be run on day to day.
Process Assessment & Transformation Advisory – Manufacturing
Advisory role in a global manufacturing context, leading structured business process assessments across end-to-end process areas based on an established process classification framework.
Working closely with client staff, I guided the assessment methodically from one process area to the next, drew out where the real friction sat, and translated the findings into a clear value realization perspective that leadership could act on.
Finance-IT Program Management
Parallel leadership of multiple finance-IT projects under M&A pressure: treasury restructuring, e-invoicing, legal entity migration, and ERP upgrades.
I held full project management responsibility for governance, budget, stakeholders, and cut-over execution across dozens of finance and HR applications, coordinating a multinational set of teams toward a synchronized go-live under significant time pressure.
Treasury & Finance Operations Lead
Short-term operational leadership in a mid-sized manufacturer: liquidity steering, FX management, and hedging.
Alongside day-to-day treasury operations, I led the selection and implementation preparation of a Treasury Management System, acting as the interface between finance and IT and making sure the chosen solution fit the organization's actual scale and needs.
AMS Service Lead
Led two application management teams in treasury and business intelligence, with ITIL-based service management and onsite/nearshore coordination.
Beyond keeping services stable, I drove operational improvements through pain-point analysis and targeted training concepts, raising both the reliability of delivery and the confidence of the teams running it.
Finance-IT Delivery – Banking & Regulatory Reporting
Delivery and project work in banking and financial-services environments, with a focus on regulatory reporting.
I supported reporting initiatives in the context of regulatory frameworks such as the Capital Requirements Regulation (CRR), working at the interface of finance, risk, and IT to translate regulatory requirements into structured, dependable delivery.
05 — Contact
Get in touch
Open to selected new engagements. Feel free to reach out.