Managing Directors in Germany

• Built a scalable nearshore IT developer hub (Croatia, Czech Republic, Poland) as an independent company through a BOT model (Build – Operate – Transfer)
• Identified, selected, and managed full-service agencies; introduced management and control mechanisms, including KPIs, SLAs, and regular service reviews
• Prepared and reviewed data processing agreements and framework contracts in coordination with Legal & Compliance; integrated regulatory requirements (including KRITIS) into process design
• Advised on cloud vs. on-premise strategies, data storage, and authorization concepts; supported Procurement with tendering and service provider evaluations
• Managed change and process harmonization between internal teams and nearshore partners; reported to executive management, CFO, and CIO

Result: Scalable IT developer hub with an audit-ready governance model, reduced operating costs, and accelerated product development.

• Development of a digital audit application for inspections in medical facilities. The goal is to connect on-site data collection, voice recording, documentation and downstream processes in one end-to-end, AI-supported workflow.

• Design and development of a Flutter audit app with Claude Code for the structured execution and documentation of inspections.

• Processing of voice recordings captured in the app through automatic transcription and AI-supported creation of structured inspection reports, followed by an approval process

• Connecting various data sources such as email, Odoo 19, attendance records and Google Drive via n8n to automate billing and follow-up processes

• Automatic provision of required documents and email delivery through n8n-controlled workflows, including the use of LLMs for text creation

• Skills: Flutter, Claude Code, LLM Integration, n8n, Odoo 19, Google Drive, Process Automation

• Project management for customer projects
• Requirements analysis
• Product Owner

• Developed business strategy, positioning, and market approach for a new B2B and B2C trading company.
• Designed and implemented the corporate website and online shop end to end, and coordinated suppliers and digital sales capabilities.

• Successful integration of new business areas
• Support for change management projects
• Introduction of lean management and digitalization initiatives
• Management of external partners, interim managers, and consultants
• Successful implementation of growth and transformation strategies
• Plant expansion
• Plant relocation

• Transition strategic business development: product before customer in <4 months instead of 10
• Transition strategic business development: development cost reduction to plan: 40% (-250 k EUR)
• Executive mentor & coach for CEO & CPO: CEO too busy to improve - portfolio, company structure and strategy
• Executive mentor & coach for CEO & CPO: PO→CPO transition to take over full product responsibility for Lohnpulse
• Interim CIO: scouting / onboarding / handover of general contractor service providers to CPO
• Interim CIO: transition from MVP to a fully operable product by the CPO

• Prepared and reviewed quarterly royalty settlements for licensors across music, publishing and media brands, including minimum guarantees, recoupment, returns reconciliation and process optimisation.
• Reconstructed historical licensing data for an external audit by a major US studio, covering music publishing and recorded music across ROW and AUS, and coordinated the resulting statements with the licensor.
• Supported the reconciliation of music royalties with the German collecting society and its international hub for 2018 to 2024.
• Assessed licensing data for accruals and provisions, and structured metadata for contract negotiations.
• Designed target processes and SOPs for a royalty automation tool and accompanied testing during rollout.

• Project lead for all transformation projects since 01/2018

• Advisory role for the IT development team to ensure the best possible implementation of customer communication workflows within the new IT structure

• Monitoring cross-department process harmonization to create a unified approach for B2B customer communication

• Introduction of a new agile working method, including an optimized IT development process with clearly defined responsibilities

• Reduction of process redundancies by 35% through effective system integration and workflow optimization

• Successful unification of customer communication across three previously separate systems

• Introduction of customer journeys and customer experience

PHSE engineering and management Project management in a global industrial company and with the end customer German Federal Navy

AI Agent SaaS

Founded and built an AI agent SaaS for automated customer support and lead qualification, including implementation with pilot customers.

• Service → product transformation: productization from the agency into an independent AI agent SaaS. The starting point was a specific customer problem; the product was developed together with the customer.
• Developed and launched AI agents for website inbound, lead qualification, and customer service, reaching €8K MRR.
• Structured and led a remote team across engineering, LLM ops, and customer enablement.
• Case PTC Auto (e-commerce on Shopify): connected an AI support agent to the store, automated product data & support workflows, reducing workload by ~10–15 hours per week per support employee.
• Set up GDPR-compliant data processing for the AI agents: data processing agreements, deletion policies, and customer data storage locations.
• Assessed agents against the EU AI Act (risk class, transparency requirements) and built them accordingly.
• Addressed customers’ compliance and security requirements (questionnaires, evidence, contracts) to make sales possible in the first place.
• Built technical safeguards into the product to prevent agent misbehavior: hallucinations, escalation to humans, and logging.

• Review and assessment of the existing situation
• Identification and definition of implementation measures to close existing gaps

• Founded the company as a full-service consulting firm focused on purchasing and supply chain
• Commercial management of the company
• Digitalization and automation of work steps to reduce process costs
• Project management for optimization projects
• Connecting German companies with manufacturers abroad to achieve shorter delivery times and lower procurement costs at the same time
• Organizing B2B meetings between international companies
• Research on procurement markets (BestCostCountry) for the production of complex welded assemblies
• Taking on interim management assignments

Solutions and services around business development, consulting, interim management, customer acquisition, coaching and training

Process architect and transformation driver for company-wide excellence initiatives (interim cover) Set-up and management of a company-wide process and governance framework to strengthen structure, leadership and effectiveness in an internationally growing family-owned company. Responsibility for the global process house, end-to-end governance, the process role architecture and the further development of the integrated management system - including international implementation (Romania, USA).

Scope:

• Lead the Business Excellence department with 6 employees and functional leadership of 20+ process owners
• Build a global process operating system (architecture, roles, governance, global-local logic)
• Develop a group-wide control and KPI system for processes (transparency, KPIs, maturity)
• Introduce mechanisms for effectiveness in day-to-day business (role enablement, communities, feedback)
• Governance and role framework for new production sites in Romania and the USA (mandates, roles, decision logic)
• Stabilisation and further development of the integrated management system (IMS)

Sustainable results:

• Global process operating system established - structure, roles, governance and global-local rules defined as a binding framework and anchored in the management system — basis for consistent steering and scalability.
• End-to-end process ownership strengthened - process owner roles globally defined, qualified and anchored in communities of practice — for the first time clear ownership structures across all sites.
• KPI and control logic for processes built - unified KPI system, maturity model and reporting principles developed — basis for fact-based decisions, prioritisation and transparency across the company.
• Effectiveness in day-to-day business increased - enablement architecture, onboarding mechanisms, regular meeting formats and feedback loops introduced — process system is used in daily work and continuously improved.
• Governance framework for new site implemented - mandates, roles, decision paths and escalation logic for the new production site in Romania developed — clear structure for set-up, steering and integration.