Project Manager
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Meet FRATCH Project Managers
Matthias K.
Last position:
Business Owner at AKM
Management of several MFA methods for centralized authentication within a group. Interface between various stakeholders such as Support, Finance, Developers, and Security departments. Assessment of compliance requirements such as KRITIS. Budget controlling and monitoring of KPIs and SLAs. Support with internal and external audits on MFA topics and with connecting new systems. Review of operational documentation. Participation in steering committees and leadership of service review meetings and decision-making committees.
Tools/Frameworks: FIDO, Yubikey, Veridium, BSI Grundschutz, NIST
Claus E.
Last position:
Senior Project Manager at Aconext Engineering GmbH
- Management of complex projects in technology-driven and regulated environments
- Overall responsibility for the planning, management and implementation of projects across multiple departments
- Responsibility for budget, resources, timelines, and risk and change management
- Leadership and coordination of interdisciplinary project teams of up to 25 employees
- Central interface between clients, specialist departments, external partners and management
- Establishment of structured project and reporting processes for transparent management
- Ensuring the on-time implementation of projects in demanding and regulated project environments.
Frank G.
Last position:
Agile Coach and Program Manager at Centris AG
The insurance application service provider in Switzerland intended to develop a multi-channel output system to support their customers on their digital enhancement journey.
- Established an Agile Release Train based on SAFe 6.0
- Trained all ART leadership
- Coached the development of the solution intent
- Established 5 teams in the ART. Developed the Epic and Feature Backlog for the team.
- Planned and coached 2 PI planning sessions
The insurance application service provider in Switzerland intended to transform their claims management BPO and IT team into an agile delivery organization.
- Established an Agile Release Train based on SAFe 6.0
- Trained all ART leadership
- Coached the development of the solution intent
- Established 2 teams in an ART.
- Developed the Epic and Feature Backlog for the team.
- Planned and coached 2 PI planning sessions
Carl-Friedrich L.
Last position:
Rollout Project Manager / Multi-project Management / Project Lead / Program Manager at GlasfaserPlus
Project content / Description of services:
Management and coordination of all new development areas in the assigned region to ensure completion on time
Responsibility for network planning, budget calculation, and budget approval for optimal resource planning during the construction process
Cross-project management of service providers for the efficient implementation of joint installation or connection of new development areas
Preparation, tendering, and awarding of contracts within budget limits
Ensuring the supply of materials for smooth joint installation
Management of fiber optic expansion and provision of data lines; densification
Stakeholder management
Introduction and setup of Kanban board, including maintenance
End-to-end rollout management
Escalation management
Service provider management
Construction monitoring and management of construction schedules
Preparation and tracking of project plans and Gantt charts
Risk management
Claim management and project recalculations
Problem and incident management
Change management
Capex and Opex control and monitoring
Contract management and change order management
Conclusion of lease, purchase, or land lease agreements for the development of required properties or lines
Professional collaboration with construction managers and service providers within construction projects to ensure the timely completion of new development areas
Definition of requirements, categorization, and prioritization, including monitoring and follow-up according to the project plan
Preparation and delivery of presentations for various management levels
Preparation and creation of decision papers
Forecast
Establishment of project “back to green” post-installation and densification
Environment: MS Office, MS Teams, SAP; SharePoint, Jira, Confluence, Bizagi. GBGS, PowerBI, TKI, Flash Kanban
Alexander P.
Last position:
Owner & Lecturer at Artellico / Own Company for AI Governance and Data Products
- Consulting and interim management at the intersection of IT operations and regulation
- Impact analysis and implementation planning for NISG 2026 and EU AI Act, including risk management and reporting and evidence processes
- Training for governing bodies and employees on regulatory obligations
- Teaching assignments in Data & Information Management and Human-Machine Interaction at Hochschule Burgenland, since 2023
- Supervision of master’s theses and participation in the examination board
- Expert presentations in business and educational institutions
- Design and development of data and AI products, platforms and pipelines
- Privacy-first architectures and Zero-Knowledge Encryption, cloud-native on EU infrastructure
- Connection to bank account systems via SEPA direct debit mandates and message formats according to ISO 20022 (pain.008, camt.053)
- MLOps and AIOps in ongoing operations
- Own applications under own brand: shared code base, separate delivery for each target device
- AI-assisted software development (vibe-coding), complete agentic pipelines, code generation, implementation, automated testing, CI/CD and release cycles
- Publications on EU AI Act, NIS2, DORA, CRA and CER as an integrated governance system
- Publications on data sovereignty, cloud economics and industrial image processing
- AI Governance / Compliance: Data Quality, Responsible AI, EU AI Act Readiness, Risk Classification, AI Ethics
Banashankari N.
Last position:
Senior IT Project Manager, Data and Integration Platform at MCH Group, Group IT
Led implementation of an Azure cloud-based, event-driven enterprise integration platform connecting Salesforce, Momentus(event) and ERP applications. Reduced overall costs by 60%, lowered operational errors to under 1%, and delivered on time.
- Led the full project lifecycle from initiation to delivery using agile and hybrid methods - platform vision, feasibility, technical blueprint, architecture, implementation, integration, testing, rollout and business adoption.
- Built the engineering team from the ground up, leading teams across Switzerland, Bulgaria and India using Scrum and Kanban; established Jira, Confluence, Asana and SharePoint for delivery and reporting.
- Established and managed frequent steering meetings, reporting that gave stakeholders transparency and drove key decision-making.
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 implementation of solutions to promote 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 central document and communication platforms
- Design and delivery of an AI workshop, including the rollout of AI tools to increase efficiency and transparency in key business processes
- Preparation of training materials and delivery of user training for newly introduced digital processes and solutions
Peter G.
Last position:
Senior IT Project Manager at REWE Group
Datacenter audit and subsequent transformation program
- Initial situation: Following a critical outage, the datacenter was considered the cause. A traditional audit was to be put out to tender.
- My diagnosis: The technical architecture was not the core problem. The key issues were the incident, diagnosis, and recovery processes, as well as a lack of transparency regarding costs and dependencies.
- Impact: The audit was implemented pragmatically in-house. The results and budget foundations became the basis for a multi-year international transformation program. I was then retained as the preferred candidate for a central transformation stream.
Özgür K.
Last position:
Interim Project Manager (Finance & Legal Transformation) at Sieber Gruppe
- Set up and led a PMO to manage 8 Finance and Legal workstreams
- Planned and implemented a 2-stage transformation (7 → 2 companies), including coordination of key stakeholders
- Redesigned business structures as well as Finance and reporting processes
- Restructured the ERP landscape in Abacus, including go-live
- Structured financing initiatives, including Supply Chain Financing
- Established transparent reporting structures and improved liquidity, governance and compliance
Gerhard K.
Last position:
Senior Project Manager and Site Manager at HENSOLDT Optronics GmbH
- Set-up of the data center in Oberkochen (Defence division)
- Planning of the fiber-optic ring and simulation of Wi-Fi coverage
- Installation plan for WAN and LAN cables for office and production (infrastructure)
- Adaptation of the SAP system (R3) for the Oberkochen site (software)
- IT transformation of the SAP system to SAP HANA
- Planning of network infrastructure and server technologies in the SAP environment
- Pre-sales support and establishment of change management
- Independent coordination of utilities according to time, budget and quality
- Mapping of the project in MS Project and SERVICENow
- Development and design of hardware and software
- Demand management and portfolio management
- Set-up of a risk register and migration plan
- Preparation of payment-supporting documents in coordination with the responsible finance and commercial functions
- Budget: 5 million - 34 FTE
Benjamin P.
Last position:
Independent Advisor & Interim Manager
- Shape strategies, transformation and organizational effectiveness initiatives by turning leadership and execution challenges into clear decision paths, governance structures and actionable workstreams.
- Develop executive-oriented approaches to strengthen alignment, decision ownership and transformation readiness.
- Align stakeholders, clarify priorities and strengthen execution across organizational boundaries in project contexts.
Lenka P.
Last position:
Workday Technical Architect at Swisscom
(Project Assignment via consulting company HighPerfPeople)
- Lead the Workday Optimization Board, defining and presenting the Workday enhancement roadmap; drive prioritization based on stakeholder input, system analysis, and identified capability gaps.
- Challenge business requirements and proposed solutions to ensure alignment with long-term architecture principles, platform strategy and operational sustainability.
- Own the complete lifecycle of Workday enhancements from business discovery and solution design through implementation governance, testing strategy, deployment and stabilization.
- Act as functional/technical lead for key product areas including Peakon, Workday Learning, and Talent/Performance processes (e.g., year-end cycle, goal setting).
- Define and implement Workday branding and communication standards (templates, notification design, messaging structure) to improve consistency and employee experience.
- Build and enhance manager- and HR-facing tools (reports, dashboards, guidance/Journeys, process support assets) to reduce manual effort and improve decision-making.
- Translate complex system behavior, security/privacy constraints, and process implications into clear options for business stakeholders and leadership.
- Drive cross-functional collaboration with HR process owners, IT/security, and vendors to resolve issues and enable scalable solutions.
- Strong focus on adoption: ensure changes are usable, understandable, and actionable for employees, managers, and HR teams.
Gregor P.
Last position:
Engineering Data Management Project Manager
Technical and commercial risk assessment for an investment project in the hardware sector (scaling potential, liability risks, operational processes) Process consulting for two SMEs in the engineering environment, with a focus on workflow digitization and PLM
Burkhard B.
Last position:
Senior Project Manager / Service Manager / Datacenter Lead at Infosys
TAF-P
Strategic IT transformation partnership covering infrastructure transformation, hybrid-cloud migration, data-centre consolidation and transformation of IT operating models.
- Managed integration of services from transition through transformation.
- Acted as customer-facing Single Point of Contact between Mercedes-Benz, Infosys and third-party providers.
- Managed stakeholder relationships, demand, escalations and service delivery.
- Established structured communication and governance with IT management and executives.
- Coordinated transition and transformation activities across multiple parties.
- Managed SLA-related activities and service governance.
- Coordinated third-party suppliers and delivery teams.
- Managed procurement activities from demand/forecast through delivery and invoicing.
- Supported transition activities and customer sign-off.
- Coordinated knowledge-transfer and documentation activities.
Environment: Enterprise infrastructure, Hybrid Cloud, Data Centres, Service Transition, IT Governance, Vendor Management
Pedro C.
Last position:
Senior Project Manager (previously Cloud Project Manager) at IBM Client Innovation Center (formerly Nordcloud)
- Led a migration team of several squads for a Public Sector client (on-prem to AWS & Azure), incl. lift-and-shift and database modernisation to PostgreSQL.
- Led AWS/Azure discovery & assessment of 80+ applications and 400+ environments, delivering the wave plan.
Discover over 15,000 top freelancers
Project Managers statistics
Aggregated from the professional profiles of matched freelancers.
Experience
23 years
Position duration
5.3 years
Positions per freelancer
14
Top business areas
Project Management, Information Technology, Operations
Top industries
Information Technology, Professional Services, Manufacturing
Certification focus areas
Project Management, Information Technology, Product Development
Bachelor's degree or higher
87%
Master's degree or higher
56%
Doctorate
8%
Certifications per freelancer
3
Most common languages
German, English, French
Speak two or more languages
96%
Based on our profile pool as of 2 Oct 2026.
Daily rate distribution
The chart shows how the daily rates of experts in this role are distributed, based on recent contracts on our platform. Each bar covers a rate range — its height shows the share of experts charging within that range.
Average rates for Project Managers
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 2 Oct 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Project Managers experts industry focus
See which industries our matched freelancers work in most often — every figure is calculated live from the freelancers on FRATCH.
- Information Technology (72%)
- Professional Services (59%)
- Manufacturing (52%)
- Automotive (43%)
- Banking and Finance (38%)
- Retail (33%)
- Energy (29%)
- Telecommunication (28%)
Please note that freelancers can work across multiple industries, so percentages overlap.
About the role
The Value of Professional Project Management
Freelance project managers steer complex initiatives from initial scoping to final delivery. They align cross-functional teams, manage budgets, and mitigate risks to ensure projects finish on time and within scope. By establishing clear milestones and transparent communication channels, they bridge the gap between technical execution and stakeholder expectations. Their hands-on approach ensures that project goals remain directly linked to broader business objectives.
Core Competencies and Methodologies
A successful project leader must master diverse execution frameworks and collaborative tooling systems. They adapt their management approach based on organizational maturity and specific project requirements.
- Implementation of Agile, Scrum, Kanban, and Waterfall frameworks.
- Mastery of planning tools like Jira, Confluence, Monday.com, and MS Project.
- Resource allocation, cost estimation, and budget tracking.
- Structured stakeholder communication and executive reporting.
- Risk identification, mitigation planning, and change management.
Strategic Triggers for Freelance Project Support
Companies face sudden project spikes, critical system migrations, or temporary leadership gaps that require immediate, specialized expertise. Hiring an external professional provides the flexibility to scale resources up or down without long-term overhead. These experts bring objective, cross-industry experience to resolve project bottlenecks, audit failing initiatives, and introduce best practices from day one.
Distinguishing Elite Project Leaders
The best coordinators go beyond tracking tasks and updating Gantt charts. They possess deep business acumen and the emotional intelligence needed to motivate diverse, sometimes resistant, cross-functional teams. Exceptional leaders proactively identify critical path dependencies before they become blockers, negotiate effectively across departments, and maintain a sharp focus on business outcomes rather than just checklists.
Frequently asked questions
The facts hiring teams ask for most often when it comes to Project Managers.
A freelance project manager takes full ownership of planning, executing, and closing a specific corporate initiative. They define project scope, manage resources, track budgets, and facilitate communication among stakeholders. By monitoring risks and resolving roadblocks daily, they ensure deliverables are met on schedule.
While a product manager defines the vision, strategy, and direction of a product, a project manager focuses on the execution, timeline, and delivery of the project. The PM schedules tasks, coordinates team members, and manages resources to deliver the defined scope. Both roles collaborate closely, but the project lead is primarily responsible for operational execution.
Freelance project managers are highly versatile and operate across almost every sector. They are particularly valuable in IT, software development, construction, financial services, and healthcare. Many specialize in specific transitions, such as S/4HANA migrations or digital transformations.
A top-tier project manager is evaluated by their project delivery track record, leadership style, and problem-solving skills. Look for relevant industry certifications like PMP, Prince2, or Certified ScrumMaster (CSM). Ultimately, their quality is proven by their ability to keep teams motivated and projects within budget.
Hiring a freelance project manager makes sense when you need immediate support for a time-limited project or a specific corporate transformation. Freelancers offer the flexibility to scale down once the project concludes, saving long-term overhead costs. They also bring valuable external perspective and specialized methodology knowledge directly into your team.
Yes, a freelance project lead can work successfully in a remote or hybrid model using modern collaboration tools. While remote setups require structured virtual meetings and transparent digital dashboards, some projects benefit from initial on-site workshops. Hybrid models often provide the perfect balance of face-to-face alignment and focused remote execution.
A professional project coordinator utilizes a variety of specialized tools to track progress and collaborate. For task management, they rely on platforms like Jira, Monday.com, or Trello. They also use communication tools, scheduling software, and reporting suites to keep stakeholders aligned throughout the project life cycle.
Experienced external project leaders are accustomed to entering unfamiliar corporate environments and delivering value immediately. They usually require only a few days of access provisioning and initial alignment meetings to begin steering the initiative. Their background allows them to rapidly grasp project dynamics and take charge without extensive training.
The average hourly rate for Project Managers is 111 €, which corresponds to a daily rate of about 885 € based on an 8-hour working day.
Of the freelancers working as Project Managers, 87% hold at least a Bachelor's degree, 56% hold at least a Master's degree, and 8% hold a doctorate.
On average, freelancers working as Project Managers have 23 years of professional experience, with a single engagement typically lasting around 5.3 years.
The most common languages among freelancers working as Project Managers are German (100%), English (95%), and French (27%).
The most common industries among freelancers working as Project Managers are Information Technology (72%), Professional Services (59%), and Manufacturing (52%).
The most common business areas among freelancers working as Project Managers are Project Management (99%), Information Technology (76%), and Operations (67%).
FRATCH Project Managers 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 
Hanover 
Nuremberg 
Vienna 
Graz 
Zurich 
Basel Countries:
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Philipp Thomaschewski
FRATCH CEO
