PRINCE2 Practitioner

• Audit, advisory and interim management in the areas of corporate governance, compliance, risk management (GRC), Internal Control Systems and Internal Audit.
• Design, implementation and optimization of control and compliance structures in international corporations and mid-sized companies.
• Support with transformation projects, organizational development, audit management, process optimization and executive coaching.

Financial reporting as an MVP. Follow-up assignment.

• Reports on profit and loss, balance sheet and cash flow
• Budget and personnel metrics (FTE)
• Implementation as an MVP with a fixed scope

Project lead for a corporate acquirer in a time-critical buy-side distress situation (target out of insolvency).

• Led the client's internal and external due diligence teams across 10 workstreams; overall coordination and negotiation support for the client's Head of M&A
• AI-supported delivery: VDR preparation, report drafting for selected DD teams, Q&A management, support for target management
• Due diligence completed in under three weeks and within the confidential DD budget
• Delivered the decision basis for the board: the transaction was stopped – the client considered the process a success

• Talent Acquisition EMEA
• Development of scalable recruiting processes,
• Commissioning and management of executive search firms
• Direct Search,
• Active Sourcing
• Interviews

Available for interim and contract mandates

Independent advisory practice for strategy, organisational transformation, M&A / investor work and AI/data-enabled change.

• Short-term diagnostic and problem-solving mandates: rapid strategic and organisational assessments for leadership teams and Boards, translated into recommendations and transformation roadmaps.
• Organisational redesign and AI governance for an international group of approximately 1,500 employees: structure, mandates, decision rights and interfaces; AI-readiness and data-maturity assessment; vendor evaluation and selection; capability building.
• Design of a centralised Strategy Execution / Results Delivery Office for an industrial client: mandate, governance, portfolio steering, KPI logic, decision forums and implementation roadmap.
• Selected part-time mandate with SPARS GmbH (as a Business Development and Investments Director): developed M&A pipelines, assessed targets for strategic fit and synergy potential, led commercial due-diligence workstreams and investor / partner engagement.

Workflow-automation SaaS for operations teams (Berlin, 120 people); full-time freelance engagement reporting to the CEO: an initial 12-month interim mandate, extended twice through the AI build-out; owned product for one squad and coached the other product managers on process.

• Led generative AI (LLM) integration into the core product: from LLM-powered steps to natural-language workflow authoring and step-level automation suggestions, plus AI-managed dynamic workflows, shipped behind eval gates with human-in-the-loop fallbacks: AI-drafted workflows grew to 31% of all new workflows, and median time-to-first-workflow fell from 3 days to 4 hours.
• Packaged the AI capabilities as a usage-based add-on priced on executed automation steps, working with sales and marketing on positioning: ~€800K added ARR in the first year, and adopting accounts churned 1.8 pp less.
• Owned the roadmap end to end: replaced feature-request-driven quarterly planning with an outcome-based rolling roadmap built on quarterly bets and explicit kill criteria, presented monthly to the executive team and quarterly to the board.
• Rebuilt the product-management operating system: weekly customer-discovery cadence incl. workshop facilitation, RFC/decision-doc reviews and a single quarterly metrics narrative; coached four product managers, one promoted to senior during the engagement.
• Closed the engagement as scoped: hired and onboarded the permanent VP Product, handed over the process playbook and roadmap, and exited on schedule in June 2026.

• Harmonization, change, and implementation of KPI-impacting processes, data, and tools after M&A and organic growth
• Portfolio assessments, KPI derivation, prioritization, and initiative ranking (e.g., cross-selling, carrier portfolio lift & shift), PMO development for operationalization
• Framework for ongoing broker and MGA onboarding

Reporting and controlling using Power BI for a production ERP system

• Analysis of ERP data and interfaces for use in Power BI dashboards
• Evaluation and migration of existing reports (e.g. Excel) to Power BI
• Development of an authorization concept for selective data access
• Documentation and training on the use and customization of Power BI dashboards

Label: Power BI, Excel, SelectLine ERP, Microsoft SQL, SQL Server Management Studio

Infrastructure, automation, IT security

• Operation and modernization of business-critical Linux infrastructure for a public-sector client: RHEL migrations, Ansible automation, container rollout (since October 2025)
• Project lead for server upgrade from RHEL 7/8 to RHEL 9 in the financial sector: project management, stakeholder communication (May 2024 – Feb. 2025)
• Project support for IT security requirements in the financial sector: gap analyses, solution design with business units (March – May 2025)
• Setup of an IdM solution (FreeIPA/RHEL IdM) for a utility company (AT), including consulting and training (Apr. – Nov. 2023)
• IT infrastructure consulting for a research team: Proxmox, SSO architecture, data sovereignty, and local AI (since Feb. 2026)

AI phone assistant platform

Claude Code, Google AI Studio, Python, LLM / Voice-AI, PostgreSQL

• Designed and hands-on developed an AI-powered phone assistant platform (Voice-AI / LLM)—from idea and architecture through to MVP/product.
• Built agentic workflows and end-to-end automations with Claude Code and Google AI Studio.
• Also supported AI-powered delivery in client engagements: using Claude Code for governance documentation, requirements drafts, and automations.

• Disciplinary and technical leadership of a 12-person team, including employee development, target agreements, coaching, and responsibility for resources and budget
• Planning, steering, and implementation of cross-functional IT and digitalization projects
• Responsibility for project planning, budget, risks, quality, and coordination of internal and external project participants
• Responsibility for key business applications and digital solutions in the gas station business
• Further development of digital applications and optimization of business processes
• Management of external service providers and technology partners
• Close collaboration with business units, IT organization, and management
• Analysis of business requirements and development of sustainable solution concepts
• Evaluation of new technologies and initiation of innovative digitalization measures
• Planning and support of nationwide rollouts as well as ensuring the successful operation of business-critical applications

• Built a new BI team, Snowflake data warehouse and BI infrastructure from scratch
• Lead the BI team to drive data-driven decision-making across cargo handling operations.
• Design and maintain enterprise data solutions for performance tracking, forecasting, and operational efficiency.
• Collaborate with stakeholders to align BI strategy with business objectives in a high-throughput logistics environment.

• Gathering information
• Creating rollout wave concepts
• Coordinating employees
• Monitoring and managing activities
• Project management including analysis and reporting to the board
• Creating instructions and specifications
• Training floorwalkers
• Supporting the rollout on site
• VIP support
• Introducing SharePoint