Piet Quade-Managing Partner

Industry: Publishing, Media Project management for the concept of a RAG-based archive indexing solution: robust on-prem or hybrid compute architecture for LLM and embedding operations, pipeline for transcription and automatic tagging, semantic search across audio/video assets. Use case evaluation and make-or-buy together with editorial, archive and legal teams, taking into account copyright, broadcasting treaty and AI regulation. Differentiator: hands-on LLM infrastructure experience from two of my own production platforms combined with C-level program management in regulated industries.

Industry: Manufacturing, Electronics Manufacturer Mid-sized specialist for digital energy metering data (approx. EUR 100 million in revenue, 200–500 employees). Responsible for rebuilding the IT infrastructure end-to-end – from architecture and strategy to the contract with the new outsourcing partner. At the same time, coaching the IT head and executive management with a view to independent provider management after the mandate ends. Result: Conducted a BSI-oriented security audit and established an action plan; negotiated and awarded the outsourcing contract; enabled IT leadership to manage independently and initiated strategic repositioning with IT strategy, AI strategy, and IT security framework.

Industry: High-Tech SDAX group with a mature application landscape in its own data centers. Assignment: hybrid multi-cloud strategy with a full portfolio assessment according to Cloud 6R. Approach bridged infrastructure (data center topology, cloud sizing, TCO) and application perspective (migration feasibility per app). Result: Completed full 6R classification; delivered migration roadmap with business cases on schedule in 6 months; achieved board approval for implementation.

Need for a new product strategy after a period of low interest rates. Used Lean Business Canvas, customer interviews and make-or-buy analysis. Involved the executive team as sparring partners - so the implementation decision was driven by the bank, not imposed externally. Result: Unanimous decision by the executive board and supervisory board; follow-up mandate to implement (see 2018/2019).

Need for an objective suitability assessment for the future IT leadership. Structured two-stage assessment (general + management) with follow-up coaching for the final candidates. Focus on preparing them for the position to ensure a seamless transition. Result: Reliable staffing recommendation delivered to the board on time; coaching relationship continued during the transition phase.

Industry: Chemicals & Pharma Preparation of the IT organization for a single-vendor strategy with an offshore component. Risk cluster analysis across teams, tools, and processes, aligned with management in workshops. Coaching component for project management. Impact: approx. 200 employees and EUR 70 million p.a. Result: Risk heatmap with prioritized action areas; transition started as planned with no service interruption.

The client commissioned a selection process for a new system partner to deliver services for the further development of the global collaboration platform. Developed the service interface, created the SoW and the RFI and RFP documents, supported the selection process and prepared the transition.

The executive and division management gave the mandate to realign a chronically off-track project and lead it to success. The goal was to execute the turnaround and then carry out the process rollout. The project rolled out new processes for over 350 employees at various locations and at the Indian offshore partner. The success formula here was the professionally designed and concurrently run people change, implemented through internal fairs, workshops, and one-on-one interviews involving management.

Project 1: Development of a reference and maturity model that describes the necessary changes in the relevant fields of application development. For implementation, a rollout concept was created to secure the organizational change through change management. The developed concepts will be tested as a proof of concept in a follow-up project and rolled out gradually across the organization. Project 2: Identification of structural cost-saving potentials and professional, short-term effective implementation. As a result, the project enabled the client to implement double-digit million savings immediately and set internal standards with the quality of the measures. Project 3: Reorganization of IT controlling and, with management support, sharpening the cross-functional goals and tasks. This included drafting the organizational structure with a role-responsibility matrix and supporting the introduction of the model.

Project 1: Development of a standardized set of metrics for project reporting and introduction of corresponding tool support for an annual project volume of over EUR 250 million. Project 2: Operational project management of the client team of 30 employees for eight price benchmarks, including preparation, vendor selection, follow-up, as well as support during the final price negotiation with the service provider. Cost savings in the double-digit million range were recorded as a result. Project 3: Support in defining and setting up IT portfolio management, as well as accompanying and executing various cost reduction programs, supporting repeat benchmarks, and conducting performance and price negotiations.

After SAP SI acquired SPM, I moved into consulting and led the SAP consulting teams. Our portfolio focused on advising corporate IT leaders and CIOs and supporting the implementation of strategic IT projects. As a trusted advisor, my two teams and I worked with well-known companies in logistics, telecommunications and banking. I had revenue responsibility of EUR 5.5 million per year.