Interim Managers in Munich

• Project management in the area of "Campaign, Offer and Performance Management Classic" for PAYBACK partners from the retail, FMCG and financial services sectors
• Campaign planning, development and implementation of offer-specific concepts and measures for the channels newsletter, digital advertising (web and app), stand-alone mailings and the print mailing "PAYBACK points overview"
• Coordination with PAYBACK program partners (including American Express, Netto, EDEKA, Marktkauf & Trinkgut), PAYBACK specialist departments and agencies
• Documentation of tasks and processes as well as onboarding of the future role holder

Unified ITSM framework

• Definition of a company-wide ITSM target picture
• Introduction of a uniform service structure across all business units

SLA and OLA management

• Building a standardized SLA framework
• Definition of service classes (Business Critical, Standard, Low Priority)
• Introduction of OLAs between internal teams
• Building meaningful SLA reporting
• Definition of KPI and service dashboards for business units

Service portfolio management

• Definition of service descriptions
• If needed, preparing possible cost and service billing

Ticketing & processes

• Incident management
• Uniform ticket categories
• Standardized prioritization
• Escalation matrix
• Automations
• Self-service optimization

Request fulfillment

• Service catalog across all business units
• Approval workflows

Problem management

• Introduction of root cause analysis
• Known error database
• Problem review process

Complete asset management concept

• Hardware lifecycle management
• Software lifecycle management
• Leasing lifecycle
• Mobile device lifecycle
• Monitor lifecycle
• Phone lifecycle

Processes

• Procurement
• Goods receipt
• Inventory
• Assignment
• Return
• Disposal
• Leasing return Goal: single source of truth for all assets

CMDB design

• Definition of all configuration items:
• Workplace
• Notebooks
• Monitors
• Mobile phones
• Printers

Infrastructure

• Servers
• Firewalls
• Switches
• WLAN
• Storage
• Backup systems

Cloud

• Azure resources
• Microsoft 365
• SaaS services

Relationships

• User ↔ Asset
• Asset ↔ Service
• Service ↔ Infrastructure
• Location ↔ Asset
• Goal: make all service dependencies visible

Software asset & license management

• License management concept
• License balancing
• Compliance reporting
• Microsoft license management
• Adobe license management
• SaaS management
• Contract management
• Renewal management

Interfaces & automation Existing systems

• Workday
• Joiner
• Mover
• Leaver

TESMA

• Leasing data
• Contract data

Matrix42

• Asset synchronization
• User synchronization

Active Directory / Entra ID

• User management

Microsoft 365

• License assignment
• Group management

Dormakaba

• Access processes

• Lifecycle services

Monitoring platforms

• PRTG
• Palo Alto
• Cisco

Reporting & KPI framework

• Definition of a management dashboard
• KPIs
• Ticket volume
• SLA fulfillment
• MTTR
• First resolution rate
• Asset accuracy
• License compliance
• Change success rate
• Service availability
• Degree of automation

Network redesign support

• Governance
• Support of the network redesign from an ITSM point of view
• Definition of affected services
• Change management structure
• Communication concept

CMDB integration

• Recording of all network components
• Service mapping
• Dependency analysis

Validation of documentation and knowledge base articles

• Network documentation
• Operations documentation
• Standard changes

Monitoring & event management

• Target picture
• Central monitoring concept
• Event management process
• Alerting strategy
• Escalation model

Systems

• Cisco

• Palo Alto

• Fortinet

• Rubrik

• Veeam

• Matrix42

• Azure

• Microsoft 365 Automation

• Ticket creation from monitoring

• Escalations

• Standard actions

Audit, compliance & information security

• ISO 27001 consulting
• TISAX consulting
• NIS2 preparation - consulting
• Audit-ready processes
• Documentation structure
• Evidence tracking in Matrix42

Roadmap

• 12-month roadmap
• Prioritization of all measures
• Quick wins
• Medium-term projects
• Long-term target picture
• Documentation

• Acting as a professional sparring partner for management and leaders on HR topics
• Advising employees on HR matters
• Maintaining department capability during transition
• Analyzing weaknesses in the performance appraisal process
• Integrating the SAP appraisal tool
• Negotiating and organizing short-time work
• Analyzing and consolidating employment contracts
• Preparing references and recruiting
• Advising on organizational development

• Vacancy cover during extensive personnel changes and ongoing professionalization and digitization initiatives
• Leadership and stabilization of the marketing team and improvements of marketing organization, processes and infrastructure
• Development of team roles, working methods and internal collaboration
• Establishment of digital marketing structures, CRM and marketing operations initiatives
• Introduction of AI-driven workflows for content and knowledge management
• Sharpening of positioning in the business units OEM and Aesthetics
• Management of strategic projects such as Microsoft Dynamics Customer Insights implementation and international brand protection projects
• Team stabilization despite extensive personnel changes
• More efficient marketing processes and reduced operational complexity
• Foundation laid for further digitization and growth initiatives

• Interim project management for the “o9 demand management” software introduction
• Communication: building continuous stakeholder communication
• Project governance: planning and meetings for/with key users, including preparation of inputs from the software development team
• Leadership: leading and motivating key users
• Risk management: identifying potential risks and developing mitigation strategies
• Monitoring and control: tracking project performance, regular review of progress reports, status meetings
• Documentation: maintaining comprehensive project documentation, including training materials
• Running user information meetings
• Running training meetings
• Setting up the user community
• Software test control and documentation (Squash)
• Introducing risk management, bug and issue tracking
• Technical acceptance of the software product

• Focus areas: restructuring, operations management, commercial management, purchasing, production
• Industries: automotive, metal processing, shipbuilding, electrical, elevators / escalators

I help companies and digital teams win back time in their day-to-day work – by automating recurring processes and improving digital products in a targeted way. Depending on the need, either in execution or at leadership level (interim).

Typical results:

• Manual routine processes run automatically – requests, data maintenance, follow-ups
• Faster response times and fewer things left sitting in day-to-day operations
• Clear priorities in product and digitalization initiatives, practical instead of overbuilt

How: modern No/Low-Code automation (including n8n, Make.com), combined with experience as a Managing Director and digital product lead. The tool is never the starting point – the question is always where a solution creates real value.

• External support in filling purchasing roles (approx. 32 open positions in strategic and operational purchasing)
• Conducting interviews and screening candidates
• Advising HR business partners and departments on labor law issues
• Preparing works council hearings and offers under the IG Metall collective agreement

• I help startups and scale-ups to build strong, people-focused organizations – with hands-on HR, project, and leadership support. I offer flexible interim HR management and project-based support, tailored to your needs and designed to work in fast-moving environments.

Outcome: Implementation of an APS solution (Eyelit) across multiple international production sites, including definition of target planning processes, integration architecture (SAP – APS via middleware), and alignment of complex manufacturing requirements (e.g. autoclave planning, alternative routings). Establishment of governance structures, steering formats and decision frameworks to manage scope, cost and timeline across multiple stakeholders. Successful handover of project leadership to internal successor, ensuring continuity and sustained project delivery.

Role in Project: Project Lead / Program Manager

Main Tasks in Project:

• Led APS implementation across multiple plants (Germany, Canada, France, US) with focus on end-to-end planning & scheduling processes and system integration
• Acted as central interface between business stakeholders (plants, operations), IT (SAP/middleware) and vendor (Eyelit)
• Drove requirements engineering, including consolidation of plant-specific requirements and steering of sign-off process
• Managed vendor (Eyelit) performance, including scope clarification, effort discussions and commercial alignment
• Identified and challenged gaps between standard APS functionality and complex manufacturing requirements (e.g. autoclave planning, batch optimization, alternative routings)
• Defined and implemented project governance structures, including Steering Committees, risk reporting and decision frameworks
• Led escalation management on cost overruns, scope deviations and delivery transparency
• Coordinated integration strategy (decision for custom middleware vs. standard connector) and alignment with SAP landscape
• Improved project transparency and way of working, including definition of reporting structures, tracking logic and communication cadence
• Facilitated alignment between global and local stakeholders to ensure feasible timelines, resource planning and plant readiness
• Prepared and delivered SteerCo updates and executive decision documents
• Managed structured project handover to internal project lead, including knowledge transfer, documentation alignment and stakeholder transition.

• Analysis of planning processes and management system
• Observation and evaluation of managers
• Derivation and implementation of personnel measures
• Interim production management
• Establishment of proactive production planning processes
• Implementation of a management operating system from the shop floor to the management team
• Reports and structured meetings
• Interim Production Manager and Head of a task force
• Repeatable throughput increased by 10%

• Executive mandate for the digital realignment of an established mid-sized company
• Analysis of organization, processes and IT landscape along the housing value chain
• Development of a prioritized transformation path (target vision, architecture, roadmap)
• Identification of significant automation and platform potentials

• Led the transition from regional to segment-based GTM structure, rebuilding regional ownership, focus, and accountability, especially around the high-growth MSP partner segment.
• Redesigned and operationalized a cross-functional GTM engine for the partner channel, enabling scalable, data-driven upsell and cross-sell programs.
• Established an agile, data-driven operating rhythm with a unified business planning and execution model including QBRs, forecast reviews, and GTM planning cadences.
• Launched 360° business and partner analytics, providing actionable visibility into performance, partner contribution, churn signals, and growth potential across mid-market segments.
• Restructured and re-aligned RevOps teams, introducing segment-specific roles, ICP-based account segmentation, and a clear focus on expansion plays.
• Authored and implemented the company-wide SaaS Playbook, translating SaaS strategy into standardized GTM practices and launching a modular training curriculum to align regional and functional teams.

• Governed multi-agent orchestration for regulated, EU-based companies – self-hostable, compliant with the EU AI Act and GDPR („by design“), BYOM (own models/GPU).
• Two-gate governance: agent deliberation + mandatory human approval, full signed audit trail; graduated autonomy model („internal → autonomous per skill“).
• Verified knowledge graph („Company Brain“) with source evidence for every answer; own orchestration framework (Virtual Team Framework).
• Industry solutions for financial services: compliance monitoring, invoice and contract review; hands-on development with LLMs (including Anthropic/Claude), agentic workflows, RAG.
• Building the governance-focused multi-agent platform TeamIntel (see AI reference projects).