Transformation Managers

• 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

• 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.

Stabilization of a critical logistics outsourcing setup in the context of an SAP S/4HANA transformation. The focus was on restoring a reliable operational fact base between the client, logistics service provider, international supplier plants and the SAP/IT organization.

• Coordination between the client, global logistics service provider, international supplier plants, SAP/IT teams, Quality Management and the operational shop floor.
• Management, monitoring and operational correction of Inbound Deliveries; integration of Outbound Delivery processes.
• Analysis of interface, posting, batch and master data errors between SAP S/4HANA, logistics service provider, supplier plants and internal business functions.
• Significant reduction of critical inventory differences between the client and logistics service provider.
• Improved operational management capability in the logistics environment and creation of a common fact base.
• Reduction of recurring error patterns in the areas of Inbound Deliveries, inventory, interfaces, batch/posting logic and service provider processes.

I build. I advise. I think in systems. After years leading digital transformation at scale — Accenture, BP, Lidl — I made a deliberate choice: trade platform dependency for structural independence. My focus is at the intersection of AI systems, product strategy, and venture thinking. I work with operators and founders who want to move fast without losing control — of their data, their stack, their direction.

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.

• Introduction of a new digital product to the Chinese market as part of a global growth strategy.

• Point of contact and coordinating interface between central product management, local Chinese teams and international stakeholders.

• Management of the entire program to coordinate complex digital projects.

• Successful market launch of a digital product in China (including successful certification for the Chinese market).

• Balancing local requirements with global priorities while taking tax and regulatory requirements into account.

• Introduction of a new way of working to improve collaboration and coordination across locations.

• Development and implementation of a scaling strategy for the digital business model in China.

• Use of Jira, Confluence, Miro, Scrum, agile working, SAFe.

• Project language: English.

Project management and process harmonization between the French parent company (Equans Group, Axima Marine) and the German production company (Noske Kaeser) for maritime cooling and air conditioning systems.

• 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.

• Advise B2B technology and mid-market companies on commercial strategy, sales effectiveness, operating model design, and scalable growth.
• Coach senior sales leaders and executive teams on GTM choices, leadership effectiveness, accountability, and execution.
• Support market entry and growth planning through structured assessment of customer segments, value propositions, channel options, coverage models, investment priorities, KPIs, and risks.
• Facilitate peer-level strategy sparring and translate strategic decisions into measurable commercial initiatives.
• Combine systemic coaching, sales leadership experience, and change management practice to ensure decisions are practical and adopted.

• Built board/management business-case scenarios; assessed services, vendors, contracts and financials; defined target operating model, service catalogue, organization, processes and tooling.
• Implemented near-shore CoE in Romania and supported rollout to an international insurance group

• Mandate with Swiss Post Cargo Transformation Program (among others SAP & IT landscape integration)
• Leading the change management workstream within a multi-country transformation program across 30 entities in Europe
• Supporting leadership in harmonizing processes, culture and governance under a new Target Operating Model
• Facilitating alignment between IT, business and operations to ensure adoption and engagement

• 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.

Transformation assignment: IT Operating Model and Governance

• Management of the operationalization of a new IT operating model for a service- and customer-oriented organization in the managed services and Microsoft 365 environment.
• Translation of the target organizational model into concrete roles, responsibilities, organizational elements, decision-making paths and collaboration principles.
• Design and operationalization of a layered model with autonomous delivery teams, supporting units and clearly defined governance functions.
• Design of governance for Service Delivery Management, People Leads, Global Service Owners (GSO), operational teams, clusters and management committees.
• Structuring of the transformation rollout into ramp-up, implementation, hardening and operations, as well as development of kick-off, communication and feedback formats.
• Further development of PMO and office structures as well as portfolio and workforce management to create transparency around resources, risks, dependencies and decision requirements.
• Facilitation of cross-functional workshops and decision-making meetings, and translation of different stakeholder interests into actionable principles, rules and measures.

Interim assignment: IT Service and Operations Management

• Assumption of operational responsibility for Citrix and AD/Access, including incident, escalation, transition and quality management in day-to-day operations.
• Clarification of operational interfaces and clear separation of responsibilities between internal units, Service Delivery Management and external service providers.
• Conduct of structured GAP analyses of existing service descriptions, preparation of make-or-buy decisions and clarification of roles with KPI integration.
• Management of conflicting objectives, dependencies and escalations in complex customer, operations and transformation situations.

Selected results

• The transformation target model was translated into directly applicable roles, governance rules, organizational elements and rollout formats.
• Decision-making paths, responsibilities and interfaces between operational delivery, supporting functions and management were described transparently and bindingly.
• The foundations for self-organized teams, standardized service descriptions and reliable portfolio, resource and management transparency were established.

Methods: Operating Model Design, Governance Design, RACI, GAP Analysis, Stakeholder Analysis, Workshop Facilitation, Change Communication, Risk and Escalation Management, KPI and Service Management