Wojciech Zalwert

note - the name of the role is wrong - should be Cutover Manage which is not chooseable. Retail industry – one of the biggest Jewelry company worldwide undergoing Digitalisation Transformation Program across Distribution Centers, Global Business GBS and Sales & Finance space where I was appointed as Cutover Manager. This challenge within this project were aggressive timelines of 2 parallel projects with overlapping cutover and Full Dress Rehearsal RESPONSIBILITIES: ● High Level Cutover Planning with business, Release Management, Data Migration, parallel business and IT projects ● Detailed Cutover Planning for both business and IT activities ● Liaising across all levels in the organization ● Hypercare Support ● Business stabilisation / Ramp Up definition and management SCOPE: SAP: CAR, FI, AM, AP, AR, TR, CO, MDM/MDG, O2C, SCP; eWM, Success Factors, BASWARE, Acubiz and other satellite systems Key ACHIEVEMENTS: ● Buy-in from business regarding business sales and distribution processes shut down ● Detailed Distribution Center/Supply Chan and Sales shutdown plan prepared and aligned with all stakeholders ● Cutover Plans prepared and constantly monitored ● Succesful Cutovers and Go-Lives

AIR Liquide (Switzerland, Poland, Austria, Kazakhstan, Netherlands, Finland, Portugal, Spain, Germany, Belgium)) Cutover Manager, (contractor) Cheimcal/liquide gas industry providing medicine and industrial products, HR transformation program integrating 15 countries into common Work Day and 3rd party Payroll platform exchanging data with SAP Success Factors, Payroll services providers, Bank and financial posting. I was brought in the middle of this complex project to help with assuring all components are fully aligned before go-live, and successfully deployed for countries having Go-lives within similar timelines. RESPONSIBILITIES: ● Support to Project Director for a very complex deployment with a lot of deployments taking place at the same time ● Assuring smooth Cutover and Go-live ● Assuring clear communication about High Level Plan and Detailed Plan across the organiasation ● Cutover Preparation and Execution SCOPE: Work Day HCM, Absence and Time Tracking; HRx, Success Factors Key ACHIEVEMENTS: ● Key components and integrations developed, tested and deployed ● Cutover Plans prepared and constantly monitored ● Cutover risks identified and mitigated

note - the name of the role is wrong - should be Cutover Manage which is not chooseable. Mobile phone industry, digital transformation program integrating circa 70 internal and external platforms and adjusting value added services for subscribers. I was brought at the end of the project as Cutover Manager to assure all agile and waterfall driven components are fully aligned before go-live, and successfully deployed. This project had to be managed within an extremely aggressive timescale with complex business processes in complex environment managed by a number of external parties. RESPONSIBILITIES: ● Support to Release Management, Project Management for a very complex deployment with a lot of parallel projects being ready within different timelines ● Assuring smooth Cutover and Go-live ● Progress reporting to Global Senior Program Management ● High Level Planning with Data Migration, Release Management, Parallel business and IT projects ● Management of business integration matters (agile and waterfall) ● Detailed Cutover Planning for both business and IT activities ● Liaising across all levels in the organization ● Cutover Preparation and Execution ● Management of components’ readiness for Cutover ● Friendly User Testing scope preparation and testing execution SCOPE: CSG: MapleWave, HLR, HLS, various telecommunication systems Key ACHIEVEMENTS: ● Key components and integrations developed, tested and deployed within deadlines ● Cutover Plans prepared and constantly monitored ● Cutover risks identified and mitigated

Client: Boehringer Ingelheim (Pharmaceutical Industry), EMEA/ Canada/ South Africa ☛ Responsibilities: o High Level Cutover Planning with Senior management o Detailed Cutover Planning for both business and IT activities o Management of business integration matters o Liaising across all levels in the organization o Cutover Execution o Go-live Management o Hypercare Management o Business stabilisation / Ramp Up Management ☛ Previous assignments within Boehringer, including planning of business, IT and data migration activities related to carve out, merger and template deployments: • 2021/2022 - Cutover lead of HANA GBS template deployment in France (3 manufacturing plants) • 2020/2021 - S4HANA Conversion Cutover Manager EMEA, Business Integration Manager, Local Italy Cutover Manager • 2019/2020 - Cutover lead of GBS template deployment in Italy BIDACHEM (Manufacturing site) • 2019 - Cutover lead of GBS template + Merial integration / business unit formation deployment for Canada • 2019 - Cutover lead of GBS template + Merial integration / business unit formation deployment for commercial and 2 manufacturing sites in Spain • 2018 - Cutover lead of GBS template + Merial integration / business unit formation deployment for commercial and manufacturing sites in Great Britain • 2018 - Cutover lead of GBS template + Merial integration / business unit formation deployment for commercial and manufacturing sites in Italy • 2017/2018 - Cutover lead of GBS template + Merial integration / business unit formation deployment for commercial and manufacturing sites in Denmark • 2017/2018 - Cutover lead of GBS template deployment in Portugal • 2017 – support to Cutover during GBS template + Merial integration / business unit formation deployment in South Africa Achievements: - Successful execution of all cutover phases, smooth go-lives and successful ramp up of 3 waves of integration / business unit formation deployment and HANA conversion

Implementation of Project Management Methodology, improvement of Cutover Management Methodology

Management of Quality Assurance and Release Management functions in a worldwide financial company. ★ Key facts: • up to 180 offshore (India), nearshore (Mexico), onsite (Poland & US) team members • 450K+ agents supported • 80+ countries supported • Sarb-Ox • OPEX • CAPEX Areas of responsibility: ☛ Release Management ♦ Mission of Release Management department is the definition, support, and enforcement of processes for preparing software for deployment to production. ♦ The goal of Release Management is to preserve the: - predictability, - integrity, and - availability of production systems while deploying new software and hardware. ☛ Quality Services: ♦ Mission of the Quality Services department is to provide world-class product quality and reliability to our customers. ♦ The goal of QS: - ensure the delivery of reliable solutions that meet the business objectives of the project and provide a stable production environment for MoneyGram. - define, implement and execute industry-leading quality assurance best practices, methodologies, and associated environments. - develop and execute effective quality testing practices to ensure delivery of expected solutions

• Management of all phases of SAP rollout/business processes integration • Assuring seamless cutover and stabilization • Progress reporting to stakeholders • Management of all deliverables ACHIEVEMENTS: Business processes successfully adapted and new platform fully functional without negative impact to external partners and internal stakeholders. Smooth go-live, cutover and stabilization

☛ Creation and management of regional IT Delivery Centre/Shared Services Liaising with Business Units and functional directors in order to drive IT systems according to business strategy. ☛ Management of day to day SAP development in functional as well as technical areas; bug-fixes; releases. ☛ Projects preparation and support. ☛ Projects management. ☛ Management of relationship with off-shore partner. ☛ Management of relationship with local partners. ☛ IT Governance, SLA & KPI management. ☛ Regional strategy ★ Key facts: • 30 European team members (Poland, Russia, Romania, Spain, France) • 60 offshore colleagues (India) • 6000 users supported • 11 countries supported • Virtual teams dispersed across Europe & India • Sarb-Ox • OPEX • CAPEX