Peter Gastberger-Executive Transformation Profile

Datacenter audit and subsequent transformation program

• Initial situation: After a critical outage, the datacenter was seen as the cause. A classic audit was to be put out to tender.
• My diagnosis: The technical architecture was not the core problem. What really mattered were the incident, diagnosis, and restart processes, as well as missing transparency around costs and dependencies.
• Impact: The audit was handled pragmatically in-house. The results and budget basis became the foundation for a multi-year international transformation program. After that, I continued as the preferred candidate for a central transformation stream.

• Senior IT Project Management of a highly critical datacenter and infrastructure program in the European energy environment
• Control of complex datacenter, infrastructure, network, and security transformations in an environment with high availability requirements
• Planning and control of migrations of business- and operations-critical IT infrastructure
• Program control at C-level/C3-level with international stakeholders, technical teams, and external service providers
• Building and managing governance, decision-making, risk, and escalation structures
• Managing complex technical and organizational dependencies across multiple workstreams
• Ensuring stability, continuity, and delivery during ongoing infrastructure changes
• Control in an international enterprise and critical infrastructure environment

• Initial situation: A politically sensitive, cross-ministry software program had been blocked for a long time. Agile development and waterfall-style controlling created additional friction. After the Ibiza affair, funds were massively frozen.
• My diagnosis: The real problem was not the software, but governance, prioritization, and the lack of a shared control model.
• Impact: The program was radically focused, external costs were reduced, services were reassigned, and the core team was made smaller. Despite extremely limited funds, the initial launch of the national platform was achieved.

Swiss Professional Health Card

• Initial situation: The Swiss medical community needed a secure, personalized member and doctor ID card with authentication and digital signature.
• My diagnosis: Success depended not only on card technology, but on long-term viability, acceptance, and the interaction between security, organization, and user needs.
• Impact: The solution was introduced and is still being used today in its core technological concept. For me, it remains one of the projects I am especially proud of.

Project lead for the introduction of the electronic Swiss doctor card (Health Professional Card).