Ralf B.-Project Consultant · Project Coach · Senior Project Manager
Check rate
Experience
Project Coach
Amtrak / DB ECO
- Develop a long-term technology and implementation-oriented perspective for a gigabit communications network along the Northeast Corridor.
- Integrate 5G/6G, WiFi and SAT-Com technology development for the trackside network, dark fiber, the business case and rollout through 2035 into a reliable overall vision.
- Developed a technology roadmap through 2035
- Expanded and secured the business case through additional 5G-based use cases
- Structured implementation from concept through rollout
- Planned the rollout of a 5G trackside mobile network and dark-fiber network along the route
- Created a reliable technology and implementation perspective through 2035 and expanded the business case with additional 5G use cases.
EPI / WERO
- Connect the internal product development and integration projects of European partner banks organizationally and procedurally.
- Synchronize agile internal development with the different release cycles, integration requirements and ways of working of external partner banks.
- Analyzed and optimized processes and interfaces between product development and partner integration
- Synchronized internal product development with the release cycles of the partner banks
- Further developed Customer Integration Support
- Integrated UX design and documentation into integration support
- Created clearer interfaces between internal product development and external integration projects, as well as better synchronization of different development and release cycles.
Deutsche Bahn / TTS
- Investigate the technical and economic feasibility of comprehensive tracking of assets and spare parts using mobile-network-based tags.
- Bring together technical, organizational and railway-specific requirements under real operating conditions and validate them in a reliable field study.
- Set up and led the project from initial conception through the field study
- Coordinated requirements with internal (TTS, S-Bahn HH) and external (Ericsson, prototype development) stakeholders
- Managed risks and stakeholders systematically
- Developed and built a tag prototype based on railway-specific requirements
- Conducted the field study together with S-Bahn Hamburg
- Investigated and documented the technical and economic feasibility of the concept under real railway conditions.
DB Fernverkehr AG
- Create the conditions for upgrading existing ICE vehicles to 5G mobile communications and WiFi 6E and structure the path from concept to rollout.
- Synchronize different vehicle series, technical and operational conditions, procurement and parallel vehicle projects while reducing the conversion effort. Integration into a feasibility study for alternative antenna technology and SAT communications (low-orbit SATCom).
- Set up, structured and managed the overall project from conception through rollout
- Coordinated requirements with DB internal stakeholders, including Product Management WifiOnICE, procurement projects HGV 3.0, ICE-L and the 5G infrastructure tender, as well as external stakeholders (Siemens, Icomera, Huber + Suhner)
- Brought together technical, operational and procurement-related dependencies
- Managed service providers including Siemens and Icomera and synchronized them with HGV 3.0, ICE 3 NEO and ICE-L
- Developed a technical and organizational blueprint for upgrading different vehicle series
- Created the basis for better WiFi coverage and faster internet connections; reduced conversion time per access point from several hours to around 20 minutes; implementation on the ICE 4 and conception for ICE-L, ICE 3 NEO.
Rieter
- Realign product development, the supplier structure and development processes and reduce development times.
- Change international supplier dependencies and existing development and Stage-Gate processes so that speed increases without losing industrial feasibility.
- Built a new international supplier chain
- Identified and integrated component suppliers in China, India and Europe
- Introduced agile elements into product development
- Adapted Stage-Gate and supplier processes
- Reduced development cycles by 24 months.
Federal Ministry of the Interior / BDBOS
- Improve cross-project steering capabilities for a complex network modernization project.
- Bring multiple subprojects, stakeholders, and technology suppliers into a common steering logic and make risks and the need for acceleration manageable across projects.
- Established a cross-project PMO
- Integrated stakeholders, reporting, and documentation into a common steering structure
- Integrated technology suppliers and established cross-project risk management
- Developed and implemented project acceleration measures from conception through rollout
- Established cross-project steering and risk structures and created a common basis for transparency, coordination, and acceleration measures.
DB Regio AG
- Integrate train-to-ground and bus-to-ground communication and the central processing of vehicle diagnostic data into an integrated IT solution. Took over subproject management with the goal of making up for a delay of 1,5 years.
- Bring vehicle technology, communication links, and the central data platform together across several technical and project-organizational interfaces.
- Set up and managed the project
- Prepared and coordinated requirements for data delivery and processing with internal and external stakeholders (suppliers, customer)
- Reached the make decision for central data processing with the CIO area of Regio
- Transferred the requirements for central data processing to the Regio project „OneSource“
- Coordinated technical and project-organizational interfaces
- Implemented train-to-ground communication with the central platform and structured requirements and interfaces for the central processing of vehicle diagnostic data.
DB Systel
- Create the conditions for establishing a new product team and integrating it into the existing WLAN product area.
- Make a new team operational in parallel with product definition and integrate it organizationally into existing product structures.
- Supported and coached the establishment of the „Public WLAN“ product team
- Integrated the team organizationally into the WLAN product area
- Supported the Product Owner in product definition and structuring
- Created the conditions for an operational product team and implemented its organizational integration into the existing WLAN product area.
Deutsche Bahn / CDO
- Structure product development along common objectives and product guidelines.
- Align the target vision, product guidelines, agile working structure, and competency and resource requirements within a short period of time.
- Aligned product development with common objectives and product guidelines
- Structured and set up agile product development
- Made competency and resource requirements transparent and planned them
- Created a common product and working structure and made the required competencies and resources transparent.
Deutsche Bahn AG / CDO
- Bring together different WLAN infrastructures for trains, buses, and stations to create an integrated customer experience.
- Transfer heterogeneous technical solutions and corporate divisions with different responsibilities, rollout logic, and ways of working into a common product and project model.
- Managed the migration of existing WLAN infrastructures to an integrated solution
- Set up requirements management along the requirements of the Long-Distance, Regio, Station & Service divisions
- Reached the decision to implement through DB Systel, including the technology stack (cloud-based solution)
- Developed the project organization from the waterfall model to Scrum and established agile product development structures
- Coordinated rollout activities of DB Regio, DB Long-Distance, and DB Station & Service
- Set up operations, including the operational framework agreement (SLAs), and transferred them to the Systel NOC
- Reached the Group Executive Board decision „DB as Public ISP“
- Created cross-group product and project structures and aligned migration and rollout activities with a common WLAN customer experience.
Federal Ministry of the Interior
- Managed the rollout and migration of a highly available IT infrastructure from the project side.
- Coordinated central and decentralized components, construction measures, and several subprojects in a highly available environment.
- Managed the rollout and migration of central and decentralized components
- Coordinated the ICT rollout at Deutsche Bahn fiber-optic nodes
- Managed construction measures and several subprojects from the project side
- Ensured project management for rollout, migration, and construction measures across several subprojects. Further project details are subject to security classification.
Federal Ministry of the Interior / BDBOS
- Supported the setup and further development of an operator division with a focus on IT security from the project side.
- Integrated organizational setup, IT security requirements, release management, and strategic special topics into a robust operating structure.
- Supported the setup of an operator division with a focus on IT security
- Implemented and optimized release management processes
- Managed strategic special topics from the project side
- Further developed the operator organization and release management structurally. Further project details are subject to security classification.
Utimaco AG / Deutsche Telekom
- Migrated and consolidated existing systems without jeopardizing the continuous availability of the service.
- Coordinated fixed-line and IP services with service-critical dependencies during the migration, keeping the availability of the Lawful-Interception service in focus.
- Managed the migration from the project side
- Coordinated dependencies between fixed-line and IP services
- Treated the continuous availability of the service during the migration as the key control parameter
- Managed migration and consolidation during ongoing operations from the project side and coordinated service-critical dependencies.
Deutsche Telekom
Created an end-to-end process chain for product and service development, from requirements to IT implementation.
Connected cross-functional processes and interfaces so that requirements reached IT implementation without breaks in media or responsibilities.
Built an end-to-end process chain for M2M products and services
Analyzed and optimized existing processes
Integrated agile elements into product development
Accelerated development processes and shortened lead times.
Supported strategic product management in the wholesale environment through a continuous ideation and evaluation process.
Guided product ideas systematically from ideation through the business case to well-founded management decisions.
Established a continuous ideation process for new products
Developed and optimized business cases
Prepared and moderated decision-making processes
Established a continuous ideation and decision-making process and made product ideas systematically evaluable through business cases.
Self-employed Project Consultant · Project Coach · Project Manager
Senior Consultant / Project Manager
Ericsson
Telecommunications
Industry experience
See where this freelancer has spent most of their professional time.
Experienced in Professional Services, Telecommunication, Government and Administration, Information Technology, Transportation, and Banking and Finance.
Business area experience
See which departments and functions this freelancer has contributed to most.
Experienced in Project Management, Information Technology, Product Development, Strategy, Customer Service, and Procurement.
Summary
I support companies and project organizations so that technology, processes, organization, interests and people work together. I make connections visible, establish control, enable decisions and create sustainable collaboration.
As a graduate engineer, project manager and Project Coach, I combine technical understanding with many years of project and leadership experience and a systemic view of complex socio-technical project situations. My project environments range from mobility and telecommunications to IT and public infrastructure, as well as FinTech and product development.
Skills
- Understand And Realign Complex Systems As A Whole: Make Technical, Organizational And Strategic Connections Transparent, Identify Dependencies And Bring Different Perspectives Together Into A Shared Vision.
- Align People, Departments And Organizations Around Common Goals: Make Interests And Ways Of Working Visible And Create Sustainable Structures For Collaboration Between Project, Line Organization, Management, Customers, Partners And Suppliers.
- Make Projects Manageable And Put Them Back On Track: Clarify Goals, Scope, Responsibilities, Interfaces And Decision-Making Paths; Condense The Current Status So That Options For Action And Decisions Become Possible.
- Identify Causes And Manage Risks Proactively: Trace Critical Developments Back To Their Causes And Take Action Where There Is Still Room To Act – Before Firefighting Takes Over.
- Adapt Classic, Agile And Hybrid Approaches To The Project, Organization, Culture And Decision-Making Logic.
- Listen And Understand
- Recognize Connections
- Identify Causes
- Involve Stakeholders
- Enable Decisions
- Support Implementation
- Project Management
- Stage/Gate
- Agile
- Hybrid
- Scrum
- Kanban
- Requirements Management
- Risk Management / Root Cause Analysis
- Ms Project
- Jira
- Confluence
- Azure
- Planner
- Asana
- Visio
- Trello
- Slack
- Miro
- Onenote
- Microsoft Office
Languages
Education
RWTH Aachen
Dipl.-Ing. · Communications & Electrical Engineering · Aachen, Germany
Certifications & licenses
Statistics
Experience
Global experience
Expertise
Qualifications
Profile
Frequently asked questions
Have questions? Find more information here.
Ralf is based in Kerpen, Germany.
Ralf speaks the following languages: German (Advanced), English (Advanced).
Ralf has at least 32 years of experience. During this time, Ralf has worked in at least 3 different roles and for 14 different companies. The average length of individual experience is 2 years. Note that Ralf may not have shared all experience and actually has more experience.
Based on recent experience, Ralf would be well-suited for roles such as: Project Coach, Self-employed Project Consultant · Project Coach · Project Manager, Senior Consultant / Project Manager.
Ralf's most recent position is Project Coach at Amtrak / DB ECO.
In recent years, Ralf has worked for Amtrak / DB ECO, EPI / WERO, Deutsche Bahn / TTS, DB Fernverkehr AG, and Rieter.
Ralf is most experienced in industries like Professional Services, Telecommunication, and Information Technology. Ralf also has some experience in Government and Administration, Transportation, and Banking and Finance.
Ralf is most experienced in business areas like Project Management, Information Technology, and Product Development. Ralf also has some experience in Strategy, Customer Service, and Procurement.
Ralf has recently worked in industries like Professional Services, Telecommunication, and Banking and Finance.
Ralf has recently worked in business areas like Project Management, Information Technology, and Product Development.
Ralf holds a Master in Communications & Electrical Engineering from RWTH Aachen.
Ralf has 4 certificates. Among them, these include: ITIL, PRINCE2, and PROPS (PMP).
Ralf is immediately available full-time for suitable projects.
Daily rate distribution
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Average rates for similar positions
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The average daily rate is the mean of all daily rates from recent contracts of comparable freelancers on our platform.
The median daily rate is the middle value of all daily rates — half of comparable freelancers charge less, half charge more. Unlike the average, it is barely affected by outliers.
Calculated based on our freelancers’ daily rates as of 24 Sep 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
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