Head of Transformation
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Meet FRATCH Head of Transformation
Marco S.
Last position:
IT Interim Manager & Digitalization Consultant at paarprojekt GmbH
- Project management and consulting services with a focus on IT interim management: digitalization of corporate management, including processes and applications
- Assessment of the entire IT infrastructure, including applications, core processes, and contracts, including cost optimization
- Evaluation and introduction of solutions to support digitalization in the company in the areas of property management, CRM, invoice review and approval processes, smart metering, DMS, and time tracking
- Digitization of file folders and introduction of SharePoint and Microsoft Teams as the central document and communication platform
- Design and delivery of an AI workshop, including rollout of AI tools to increase efficiency and transparency in key business processes
- Creation of training materials and delivery of user training for newly introduced digital processes and solutions
Stavros V.
Last position:
Transformation & Change Lead (Freelance) at Sanofi
- Led the global transformation of Talent Operations by inhousing recruitment technologies, processes, and teams, reducing over 20 external partners to 2, defining the strategy to hire hundreds of internal talent specialists, and redesigning organisational structures and processes worldwide.
- Drove gap analyses and impact assessments and led the global rollout of Beamery, HireVue, and Paradox, covering solution design, pilot markets, global deployment, and hypercare, ensuring smooth market transitions and standardised operations.
- Developed and maintained detailed project plans, timelines, milestones, RAID logs, and governance routines, leveraging SharePoint as the central platform for programme documentation, rollout artefacts, approvals, and decision tracking.
- Coordinated cross-functional stakeholders including HR, IT, regional teams, and external vendors, using SharePoint-based documentation and governance frameworks to align requirements, manage dependencies, and resolve delivery issues.
- Conducted gap analyses and impact assessments across Paradox, Beamery, and Workday to ensure pilot readiness and global launch success, with outputs captured and governed through SharePoint.
- Built and executed comprehensive change management plans using ADKAR methodology, covering stakeholder mapping, communications, training, and adoption activities, supported by SharePoint-hosted enablement materials and rollout documentation.
- Broke down silos across regions and functions to drive adoption of new systems, processes, and ways of working.
- Tracked adoption metrics and user feedback post-deployment, driving continuous improvement in user experience and operational performance.
Claus T.
Last position:
Interim Procurement Transformation Lead at Lonza
- Leading procurement transformation activities as part of a strategic carve-out program at a global life sciences company
- Responsibility for business separation, IT and operational technology contract management, supplier migration, and Day-1 readiness
- Close collaboration with Legal, IT, HR, PMO, Finance, and business functions to manage contractual risks, ensure business continuity, and successfully deliver the transformation.
Chris W.
Last position:
Senior Strategy Advisor, Transformation Lead – program realignment with target picture, governance, and priority steering at Sparkassen-Finanzgruppe | S-Communication Services
In-house consulting provider and driver of transformation within the group, multi-stakeholder environment and C-level.
Realignment and stabilization of a cross-functional transformation and scaling program within the group. Sharpening the target picture, priorities, and set of measures, as well as building reliable governance, planning, and steering structures. Structuring roles, responsibilities, and strategic initiatives while including AI and IT automation ideas.
Designed program realignment and project portfolio management
Developed strategy model and target picture for IT projects
Structured portfolio, roadmap, and priorities
Established governance and regular meetings
Worked out operating model for flagship projects
Assessed AI and automation ideas
Clarified roles and responsibilities
Implemented change measures
Developed, moderated, and evaluated workshops
Transformed 17 initiatives into a steering model
Increased transparency and decision-making ability
Strengthened commitment in steering
Sharpened the operating model structurally
Integrated three top-5 institutes
Involved over 80% of stakeholders
Governance
Portfolio steering (PPM)
Change management
Artificial intelligence
Workflow automation
AI use case assessment
Confluence
Jira
Stakeholder management
Sergiu M.
Last position:
IT Project Manager & Transformation Lead at OMV
- Program delivery: set-up of strategic initiatives from ideation to execution, designing cross-divisional operating models that streamlined delivery across 6 business units.+
- Large scale initiatives: IT project manager of eMobility mobile app development for entire group, cross-country and multi-year initiative, with budget oversight of >2Mn and 20 FTEs.
- Product lifecycle management: delivered the end-to-end SDLC of a key B2B digital mobility application, successfully launching to 10 000+ users while managing vendor partnerships and system architecture.
- Vendor oversight: successfully negotiated and managed multi-vendor contracts, with negotiated contract value of 30% with no impact on scope.
- Architecture definition: definition of system architectures to ensure scalable, cost-effective solutions for the pricing, logistics and mobility domains, integration of 3 back-end systems.
- Digital transformation & coaching: supported group-wide agile maturity as a coach, upskilling pool of over 40 professionals in Product Management to increase delivery predictability and ensure value-driven approach.
Jürgen M.
Last position:
Global Healthcare IT and Strategy Expert at Deloitte
Executive advisory for healthcare organizations focused on enterprise transformation, healthcare modernization, digital health strategy, AI strategy, enterprise ICT transformation and strategic EHR modernization.
- Advise healthcare organizations in Switzerland, Germany and Belgium on EHR strategy, enterprise transformation, digital health, AI and target operating models.
- Lead EHR platform selection and evaluation as well as RFI/RFP processes; define governance, vendor-assessment and decision methodologies.
- Develop EHR feasibility studies, transformation roadmaps, executive business cases, cost-benefit analyses and value-realization assessments.
- Assess Epic and alternative EHR platforms for strategic fit, operational excellence, AI enablement, interoperability, governance and long-term value.
- Design AI strategy scenarios and governance models and facilitate executive workshops on AI, data governance, operational excellence and future healthcare operating models.
Boris H.
Last position:
Interim Head of Corporate Management & Transformation at HANSAINVEST (Signal Iduna Group)
Context: Business transformation - Establishment of a central Corporate Management & Transformation unit
- ▪ Established and provided interim leadership for the newly created Corporate Management & Transformation department
- ▪ Defined the target operating model as well as the tasks, responsibilities and governance structures of the new unit
- ▪ Established company-wide project portfolio management for transparent prioritization and management of strategic projects and initiatives
- ▪ Developed governance, decision-making and escalation processes for transformation and change initiatives
- ▪ Designed company-wide process management with an end-to-end process map, defined process ownership and consistent process governance
- ▪ Further developed standards and methods for project management, change management and organizational development
- ▪ Managed and supported strategic transformation, digitalization and organizational projects across the organization
- ▪ Established systematic benefits realization to measure and track the benefits of change initiatives
- ▪ Advised the management team on the prioritization, governance and organizational integration of company-wide change initiatives---
Christoph V.
Last position:
Head of Digital Transformation and Requirements Definition for Sales, Marketing, and Category Management
- Project Manager / Business Requirements Engineer
- Digital Business Developer
- Concept development and requirements management
- Process optimization
- Advertising effectiveness measurement
- Status reporting and stakeholder management to owners
- Systems: WordPress, sevDesk
Christian M.
Last position:
Chief Transformation Officer at Glasfaser Nordwest
- Realign the organizational structure to strengthen the company’s strategic core service portfolio and future growth trajectory
- Identify and unlock additional revenue streams along the full value chain, including the integration of AI to substitute selected processes
- Design and implement a performance-driven management and steering model grounded in corporate values and strategic objectives
- Deliver executive coaching and team enablement programs to build business development and business case capabilities (incl. the design of 20+ targeted initiatives to date)
Florian R.
Last position:
Global Programme Lead, Ecosystem Separation at Merck Group
Electronics – Surface Solutions | Carve-out of IT, data and system landscape*
Separation of a full business division's IT, data and system landscape following divestment; centrally governed investment envelope in the three-digit m€ range
Laboratory notebook and laboratory analytics platform stream: Palantir Foundry, Snowflake, Signals Notebook, Power BI and connected laboratory instrumentation; site transition completed without interruption to laboratory operations
Decision authority and escalation point for business, IT infrastructure, IT security and vendors; separation executed across globally distributed users and systems, handed over on schedule
Andrea G.
Last position:
Organizational and process consulting · Agile coach for two complex teams at Public sector
Completed project assignment · 12/2025 – 06/2026
- Current state & interviews: Analysis of team structure, roles, responsibilities, dependencies, knowledge distribution, seniority, and agile maturity through one-on-one, team, and stakeholder interviews.
- Team diagnosis & risks: Structured assessment of skill level, ownership, willingness to learn, collaboration, communication, and team fit; analysis of knowledge concentration, risks for operations, team, and product, as well as external perception with root causes and improvement suggestions.
- Target-state options & impact analysis: Development of structural options and assessment of their effects on collaboration, delivery speed, responsibilities, quality, and knowledge distribution.
- Organizational design & alignment: Introduction of measures to distribute knowledge and responsibility, improve collaboration with departments and external teams, define the stakeholder communication framework, and provide recommendations for involvement in the technology relaunch.
- Management decision basis: Documentation of implemented measures and their effects; option catalog with risks, consequences, and scenarios for team and product, plus a final overall recommendation. The scoped analysis and optimization assignment was successfully completed at the end of June 2026.
Current tasks
- Scrum Master / Agile Coach for two complex teams: Further development of agile collaboration and self-organization, facilitation of Scrum events, and impediment management.
- Delivery & team development: Improvement of requirements and refinement processes, clarification of roles, responsibilities, and workflows, as well as further development of the team and knowledge distribution.
- Cross-functional alignment: Coordination between development, Product Owner, Requirements Engineering, UX/UI, architecture, and stakeholders.
- Cross-area analysis: Examination of communication paths, process deviations, dependencies, processing times, and status transparency, with derivation of concrete improvement measures.
Reshma R.
Last position:
Chief Transformation Officer and Member of the Executive Committee at APCOA
- Launched and executed a comprehensive Value Creation Plan (VCP), delivering 16% EBITDA growth in Year 1, outperforming the historic 10–12% trajectory.
- Achieved €80 million topline growth and a successful country divestment at a 17x EBITDA multiple, significantly enhancing shareholder returns.
- Accelerated digital transformation, consolidating operations onto a single platform and adding 1.3 million new users, scaling customer engagement and data monetization.
- Led operating model redesign in Year 2 to realize €5 million additional cost savings, embedding continuous improvement across the organization.
- Delivered a 60% uplift in fair market valuation within the first year, with the value creation roadmap fully institutionalized and on track for further upside
Jens R.
Last position:
Finance Transformation Director at Bauer Media Group
After several S/4 go-lives, structure, role clarity, and decision clarity were missing in Finance and IT; governance mechanisms, prioritization logic, and responsibilities were not defined well enough.
Unclear interfaces, high coordination effort, and inconsistent ways of working led to organizational instability and limited leadership and steering capability.
The existing operating model between Finance, Controlling, and IT was not working, which affected transparency, collaboration, and decision paths.
Designed the transformation and organization architecture for Finance and clarified roles, decision paths, and priorities.
Diagnosed and structured the Finance and IT organizations (DE/UK/PL), including collaboration, responsibilities, and interfaces.
Redesigned the Finance–IT operating model with a focus on governance, steering routines, and cross-functional collaboration.
Enabled leaders and teams, especially Global Process Owners, Key Users, and Finance Leads (systemic organizational development / leadership).
Steered the transformation portfolio, including clarity on risks, dependencies, and cross-functional decision processes.
Restored structural steering capability by clearly defining roles, decision paths, and priorities and anchoring them across the organization.
Strengthened governance and cross-functional collaboration in a systemic way - Finance, Controlling, and IT worked again in consistent, aligned structures; friction losses dropped measurably.
Harmonized working and communication logic, making coordination faster, more transparent, and less conflict-heavy.
Enabled the organization in a sustainable way, including the build-up of a strong Key User / Process Owner community and clearly defined steering routines.
Made the transformation structurally manageable - prioritized initiatives, clear risk and progress logic, and consistent decision formats increased execution speed.
Mitat K.
Last position:
GM/VP EMEA Region at Netcracker Technology EMEA
- Led the business and operational responsibilities for Netcracker in the EMEA region for clients such as Virgin Media O2, Telenet, Deutsche Telekom, Swisscom, Bechtle, and DHL.
- Held responsibility for P&L, ensuring profitability and financial stability.
- Successfully introduced and implemented as-a-Service solutions for top telecom clients.
- Drove sustainable revenue growth in the region through successful project delivery, client engagement, and strategic selling.
- Improved and optimized team structures to enhance cultural fit and strengthen client relationships.
Mario T.
Last position:
IT Interim Manager at ITInterim.eu
Independent practice | IT consulting & AI infrastructure
- Self-employed with a focus 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 mandates for organizations in transition
Discover over 15,000 top freelancers
Head of Transformation statistics
Aggregated from the professional profiles of matched freelancers.
Experience
22 years
Position duration
2.2 years
Positions per freelancer
12
Top business areas
Project Management, Information Technology, Operations
Top industries
Professional Services, Information Technology, Manufacturing
Certification focus areas
Project Management, Information Technology, Product Development
Bachelor's degree or higher
92%
Master's degree or higher
73%
Doctorate
8%
Certifications per freelancer
4
Most common languages
German, English, French
Speak two or more languages
98%
Based on our profile pool as of 10 Sep 2026.
Daily rate distribution
The chart shows how the daily rates of freelancers in this role are distributed, based on recent contracts on our platform. Each bar covers a rate range — its height shows how many freelancers charge within that range.
Average rates for Head of Transformation
Rates are based on recent contracts and do not include FRATCH margin.
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 10 Sep 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Head of Transformation experts industry focus
See which industries our matched freelancers work in most often — every figure is calculated live from the freelancers on FRATCH.
- Professional Services (79%)
- Information Technology (67%)
- Manufacturing (51%)
- Banking and Finance (42%)
- Healthcare (42%)
- Energy (30%)
- Automotive (28%)
- Telecommunication (28%)
Please note that freelancers can work across multiple industries, so percentages overlap.
About the role
Driving strategic business evolution
The business landscape demands constant adaptation to stay competitive. A professional in this role orchestrates large-scale shifts in structure, culture, and technology to align your operations with modern market demands. They bridge the gap between high-level executive strategy and day-to-day execution, ensuring that change initiatives deliver measurable business value without disrupting core operations.
Critical project deliverables
Every engagement is defined by concrete milestones that steer the organization toward its future state. Typical outcomes delivered by these specialists include:
- Definition of the future Target Operating Model (TOM)
- Comprehensive change management and communication blueprints
- Realignment of cross-functional team structures and workflows
- Execution roadmaps for legacy system modernization
- Key performance indicator frameworks to track adoption rates
Methodologies and technical anchoring
Successful change requires more than leadership; it demands structured execution frameworks. These experts utilize Agile and Lean methodologies to foster adaptive planning and continuous improvement. They regularly guide organizations through enterprise-wide platform migrations, such as transitioning to S/4HANA, and embed digital tools to automate manual workflows, ensuring the underlying technology supports the new organizational design.
Strategic triggers for external leadership
Bringing in a freelance specialist is highly effective during pivotal business moments. Companies typically seek external expertise when executing post-merger integrations to align disparate cultures and systems. It is also critical during sudden market shifts that require rapid restructuring, or when internal teams lack the specialized change management experience needed to push through cultural resistance.
Frequently asked questions
The facts hiring teams ask for most often when it comes to Head of Transformation.
A Head of Transformation focuses on aligning an organization's structure, technology, and culture with its long-term strategic goals. Unlike traditional project managers who focus on specific outputs, they oversee the overarching change portfolio to ensure sustainable operational shifts.
While a change manager focuses primarily on the people side of change, such as training and adoption, a transformation director owns the strategic vision and the structural redesign of the business. They define the future operating model and oversee the entire portfolio of change initiatives, including technology and process restructuring.
Hiring an interim transformation leader brings objective, external expertise and immediate availability to address urgent restructuring needs. They carry no internal political baggage, allowing them to make tough decisions and establish new processes quickly before transitioning the stabilized organization back to permanent management.
Companies in sectors undergoing rapid digital disruption or consolidation, such as automotive, financial services, and retail, benefit immensely. A seasoned transformation consultant helps these organizations navigate shift patterns like Industry 4.0 transitions, regulatory changes, or legacy technology modernization.
Success is measured by both operational and cultural metrics. A Head of Transformation is typically evaluated on the successful adoption rate of new processes, the realization of planned cost efficiencies, and the timely migration to modern technical architectures.
Technology acts as the primary enabler of modern business evolution. A digital-focused transformation executive ensures that software investments, such as cloud migrations or ERP deployments, directly support the new organizational workflows and strategy rather than just replacing old tools.
An experienced change transformation leader manages resistance through transparent communication, active stakeholder engagement, and clear training programs. They identify key change champions within the company to drive bottom-up adoption alongside top-down directives.
Look for a Head of Transformation with a proven track record of steering complex, multi-million dollar initiatives. Essential qualifications include certifications in frameworks like Scaled Agile (SAFe), Lean Six Sigma, or Prosci change management, alongside strong executive stakeholder communication skills.
The average hourly rate for Head of Transformation is 141 €, which corresponds to a daily rate of about 1,131 € based on an 8-hour working day.
Of the freelancers working as Head of Transformation, 92% hold at least a Bachelor's degree, 73% hold at least a Master's degree, and 8% hold a doctorate.
On average, freelancers working as Head of Transformation have 22 years of professional experience, with a single engagement typically lasting around 2.2 years.
The most common languages among freelancers working as Head of Transformation are German (100%), English (98%), and French (28%).
The most common industries among freelancers working as Head of Transformation are Professional Services (79%), Information Technology (67%), and Manufacturing (51%).
The most common business areas among freelancers working as Head of Transformation are Project Management (95%), Information Technology (91%), and Operations (91%).
FRATCH Head of Transformation main locations
Our freelancers and interim experts are at home all over Germany — available on-site in Berlin, Hamburg, Munich and every major business hub, or fully remote. Choose a city to discover matched specialists, local market insights and up-to-date availability.
Berlin Hamburg Munich Cologne Frankfurt Stuttgart Dusseldorf Leipzig Dortmund Essen Bremen Dresden Hanover Nuremberg In Austria our freelancers and interim experts support companies from Vienna to Graz — on-site where your project needs them, or fully remote. Choose a city to discover matched specialists, local market insights and up-to-date availability.
Vienna Graz Across Switzerland our specialists are active in Zurich, Geneva, Basel and Bern — working on-site or fully remote. Choose a city to discover matched specialists, local market insights and up-to-date availability.
Zurich Geneva Basel Bern Countries:
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Philipp Thomaschewski
FRATCH CEO
