Digital Transformation Managers in Germany

• Reporting to the Head of the IT business unit
• Establishment and management of the digitalization unit – leading a team currently consisting of three employees
• Development of an organization-wide digitalization portfolio and digitalization strategy through 2030, including a mission statement, target vision, fields of action and specific work packages
• Analysis and structuring of the existing digitalization portfolio – creating transparency regarding initiatives, benefits, risks and dependencies
• Design of a consistent approach for recording, evaluating and prioritizing digitalization needs from the specialist departments
• Analysis and redesign of business and administrative processes – in cooperation with specialist departments, IT and central functions
• Development of structures for the digital office 2030, document and knowledge management – digital collaboration and sustainable integration of knowledge
• Supporting projects in the areas of HR, finance, M365, Power Platform, automation and AI
• Establishment of methods and formats for process management, change, participation and employee enablement

Participation in the EU-funded MORANE-2 project to validate the Future Railway Mobile Communication System (FRMCS) in real-world use cases: preparation of the requirements specifications for TOBA and the associated test specifications.

Technologies: 5GS (Radio & Core), FRMCS, MCx (MCPTT, MCData, MCVideo), MC Gateway UE, MCx Priority/Security/QoS Management, ETCS, SIP, IMS

Worked across several departments with a focus on AI implementation, change, strategic projects, and leadership development.

• Implemented AI initiatives and change management projects.
• Supported strategic analyses and prepared decision-making materials for top management.
• Prepared and facilitated leadership meetings and offsites.
• Developed controlling solutions with Excel for structured management and analysis.

• Identified operational improvement opportunities together with production, engineering and management teams.
• Prioritized use cases according to measurable operational value rather than technology availability.
• Developed solutions around production performance, OEE, quality, traceability, reporting and process transparency.
• Translated operational requirements into required machine data, interfaces, information models and application requirements.
• Defined target architectures and integration approaches for heterogeneous brownfield production environments.
• Moved prioritized use cases from workshop and concept stages into concrete implementation projects.
• Coordinated manufacturing, OT, IT and technology stakeholders during implementation.
• Established reusable approaches to scale successful solutions beyond individual machines or pilot areas.

Independent practice | IT consulting & AI infrastructure

• Self-employed work focused on Agentic AI and IT transformation
• Design and operation of a self-hosted multi-agent AI infrastructure (20+ agents)
• Consulting on digital strategy and taking on interim leadership assignments for organizations undergoing change

Responsibilities & results:

• Developed measures to improve management control during a restructuring program (approx. 80 participants)
• Set up a PMO to enforce transparency, reporting and data-driven decisions
• Developed an integration template to tr...

• Took over the position on an interim basis after the previous E-Commerce Manager left
• Analyzed and optimized the E-Commerce area and its processes
• Structured tasks, responsibilities and priorities
• Defined the future role profile for the E-Commerce leadership position
• Supported recruiting and onboarding for the replacement
• Developed a roadmap for the further development of the area
• Result: Role restructured and filled with a new E-Commerce Manager

I founded NovoSign together with two partners. There I am responsible for strategic development and operational management, from the product all the way to the business model.

This experience is especially valuable for my work as an external CDO: I know the product and founder perspective from my own responsibility, not just from consulting projects.

• Partnered with senior stakeholders across AWS EMEA to drive talent strategy, partner development, and business growth in the cloud ecosystem.
• Focus areas:
• Collaboration with Sales & Partner Management on Go-to-Market initiatives
• Advisory on long-term resource strategy for Cloud, Data, and Security Divisions
• Supporting internal innovation teams in scaling AI and automation projects
• Result: Contributed to AWS’s expansion in Central Europe by aligning business, technology, and people strategy.

Interim Lead ITSM Transformation

Industry: Retail & Industry – Optics (partly critical infrastructure)

Mandate: Transition of ITSM governance to the product- and capability-oriented governance model already established across the Group, as well as acceleration and partial automation of service volumes through optimized entry channels. Design and system-based implementation of an ITSM target operating model.

• ITSM target process design based on the capability owner model: target processes and ownership for Incident, Service Request, Problem, Change Enablement, CMDB, Service Level, Supplier and Knowledge Management, derived from the Group-wide target operating model
• AI-supported Enterprise Service Management: Reorganization of currently mixed requests into a structured, cross-functional service model including a new self-service portal. AI-supported classification and automation considered in the architecture model
• Migration & Cloud Architecture: Planning and management of the end-to-end migration, coordination of cutover management and go-live support; ensuring productive stability during the hypercare phase. Consideration of a multi-source CMDB (~500,000 assets), connection of go-live-critical field service and vendor interfaces
• Scaling & Blueprint: Central instance for headquarters and production, designed as a blueprint for additional international retail and production sites
• Delivery and Stakeholder Management: End-to-end management from target vision to go-live with regard to time, budget & quality. Building consensus and balancing interests between independently managed IT units up to CIO level

• Responsible for the end-to-end planning, conception and operational implementation of content production for Queisser Pharma and Doppelherz International, including the coordination of video and photo productions for international content.
• Strategic planning, management and implementation of the D2C content strategy for Doppelherz Germany, especially for platforms such as Amazon, to increase reach, engagement and conversion.
• Independently developed and implemented the collagen beauty campaign and organized and managed the Doppelherz image film project, including close coordination with internal departments, external agencies and production service providers.
• Ensured deadlines, budgets and quality standards while consistently adhering to the Doppelherz guidelines.

• Freelance work as a consultant (workshops and coaching for small to midsize companies in the areas of lean startup methodology, digital & AI transformation strategy, agile culture, design thinking)
• AI training & certification
• Project Management

Development of an AI console for integration into different open source solutions (ERP, CRM..)

Development of the target architecture Integration of different AI platforms (ChatGPT, Anthropic, Perplexity) Workflow with cross-platform use of the AI platforms Voice input and voice output History Console-based project management Generation of custom agents (Crewai..) Integration of the agents into the AI workflow

• Responsible for driving digital transformation and aligning country organizations with the Rhenus platform model

• Initiated the digital transformation roadmap for five countries, ensuring alignment with global group strategy

• Built and led a high-performing digital transformation consulting team, expanding delivery capacity from one to three value streams and thereby fast tracking the roadmap from 3 to 2 years

• Acted as strategic advocate for 5 country organizations, ensuring group-wide cross-functional alignment

• Redefined business analysis into an agile approach, reducing time-to-value for platform harmonization by 50%