Artificial Intelligence Experts

Project: Digital Sovereignty – Toll Collect

Workshop: Digital Sovereignty Recognize dependencies, reduce risks, remain capable of acting

Format

• One-day practical seminar

Target group

• Executive management
• IT managers
• Data protection officers
• Compliance functions

Content and objectives

• Systematic analysis of digital dependencies
• Assessment of legal and operational risks
• Development of a concrete plan to increase digital sovereignty
• Mapping of the entire IT infrastructure by participants
• Identification of critical dependencies on non-European providers
• Creation of a prioritized risk matrix based on:
• GDPR
• NIS2
• EU AI Act
• Joint development of options for action – from a hybrid model to complete migration to European solutions
• Development of an individual sovereignty roadmap with:
• Responsibilities
• Milestones
• Budget framework

Agenda

• Preliminary self-assessment (current infrastructure)
• Digital sovereignty? Nothing but an illusion
• Digital sovereignty 2026 – Germany’s dangerous dependency in focus
• Digital sovereignty & open source
• What is digital sovereignty?
• Three questions raised by digital sovereignty
• Reflection: Digital sovereignty in your own life
• Why is digital sovereignty existential now?
• Practical examples of digital sovereignty
• Schleswig-Holstein initiative
• Benefits of digital sovereignty for your company
• Assessing strategy options (cost-benefit matrix)
• Sovereign provider? 10 questions
• What does digital sovereignty specifically mean for your company?
• How do you shape digital sovereignty?
• Digital sovereignty and psychological safety
• Psychological safety: The key to high-performing teams
• Why psychological safety in your company?
• Benefits of psychological safety
• Invitation to group work: PsySafety Check (PS-C)
• The “Braintrust” experiment
• Creating a risk matrix
• Creating a roadmap & project plan
• European alternatives to US Big Tech
• 10-point plans:
• NIS2
• EU AI Act
• GDPR
• ISO 27001

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

• Extension of a Swing-based UI for recording Security Restricted Articles during baggage screening.
• Introduction of a new workflow for recording Deboarding Events.
• Extension of the reporting system for Security Restricted Articles and Deboarding Events.
• Implementation using JBoss Wildfly, PostgreSQL, spring-boot 3.x, Java 8/21, Swing, JSF, JAX-RS/Resteasy, Docker, Maven, Kiro.

Serving as AI technical advisor to Dialpad's Telephony Engineering division while building AI products hands-on. Currently developing MCP-based tooling for AI text and voice agents: agent authoring, integrations and adoption of existing agents, shared authentication and API contracts, and durable workflow state. This includes text and voice tests that evaluate agent behavior, latency and task completion.

In parallel, helping Dialpad's engineers adopt QualityLayer and use Claude Code and Codex effectively. This ongoing work covers context management for large codebases, reusable plan-implement-test-review workflows connected to CI/CD, playbooks, hands-on workshops, labs and pair programming.

Technologies: AI Agent Products (Text & Voice Agents, MCP, LLMs, Python, TypeScript), Agent Tooling (Authoring, Integrations, OAuth, Durable State), Quality & Evaluation (Text & Voice Tests, Evals, Regression, Traces), Agentic Engineering (Claude Code, Codex, QualityLayer, Hooks, Prompts), Context Engineering (RAG, Vector Stores, Codebase Embeddings), Software Delivery (CI/CD Integration, Agentic Loops, PR Automation), Enablement & Coaching (Workshops, Hands-On Labs, Pair Programming)

Working Environment

• Insurance / Claims Management (Property, Liability, Automotive)
• REST-based ClaimAPI with Guidewire ClaimCenter

Scope

• Further development of the internal REST-based ClaimAPI with Guidewire ClaimCenter as the backend and various portals/front-end offices as clients, and with the following objectives: + increased AI-supported claims processing outside of Guidewire ClaimCenter + and support for all lines (property, liability, automotive).
• Further development of automated claims processing

Activities

• Interfacing IT & Business
• Design activities with documentation in Confluence, Jira: + Requirements engineering (functional and non-functional) + Design of REST endpoints and coordination with interface partners (esp. AI-colleagues) + Identification, design and evaluation of alternative solutions (moving away from a monolithic approach toward fine-grained endpoints, with code reuse across all lines if possible) + Creation / refinement of product backlog items in Jira, i.e. epics, user stories and tasks, incl. alignment with developers & POs during (pre-)refinement sessions + Using AXA Secure GPT when creating / refining user stories (description, acceptance criteria) and designing REST endpoints + Estimation and prioritization of user stories and tasks during Sprint Planning sessions + Coordination and support during the implementation of Product Backlog items + Driving decision making with preparation and presentation of decision-making documents
• Quality assurance: + Test management, including test case creation using Xray in Jira + Test execution using Bruno as REST client and in Guidewire ClaimCenter + Submission of test artifacts for PO approval + Analysis of production bugs

Methods Big Room Planning (aka PI-Planning in SAFe), Scrum, BPMN, EPK, UML, ERM, DDD

Tools / Tech Stack Teams, Confluence, Jira with Xray, OpenAPI/Swagger, REST, JSON, XML, MS Office, Bruno, GitHub repository (reading), Guidewire ClaimCenter, AXA Secure GPT (AXA's in-house GenAI solution based on Azure OpenAI)

Developed the product vision and outcome strategy for a new registry platform, designed a management workshop for strategic alignment, conducted BPMN process mapping across systems and roles, analyzed user story practices and further developed them on an outcome basis, and brought together stakeholders from business departments, management and the external development partner.

Skills: Product Strategy, Outcome Roadmapping, Stakeholder Workshops, BPMN/Process Analysis, Miro, Linear

CXO AI OS is an agent system made up of six building blocks. Instead of using AI as a chat window, it creates a system that knows a company's context, makes decisions according to its rules, and acts on its behalf.

• For SMEs: guided sprint followed by ongoing operation for a team, department or prioritized cluster, based on an AI assessment
• For self-employed people: program in which participants build their own agent system
• Sequence in the company: assessment, prioritization, sprint, operation
• Implementation in Claude Cowork or ChatGPT Work, without programming
• Architecture: Chief of Staff, Goals, Advisors, Agents, Context, Catalog

Agile Transformation: introducing agile principles and transforming traditional IT departments into Scrum and Kanban teams

IT Operating Model: redesigning the IT organization and introducing modern delivery structures and roles

Flight Levels: building up Flight Levels practices within IT to align strategy, coordination and operational execution

Leadership & Coaching: recruiting Agile Coaches and coaching Scrum Masters and IT leaders

ERP Operations: acting as Interim Product Owner for the existing ERP landscape and ensuring business continuity

ERP Transformation: reorganizing and supporting the ERP migration as a Project Manager; Phase 1 (financial accounting) live since October 2025

Operational Core (ERP): establishing dedicated teams for ERP Support, Feature Development, and ERP Migration

Modern Workplace: initiating the transition towards a Microsoft 365-based cloud workplace environment

Integration: establishing a dedicated team to drive integration and connectivity initiatives

Warehouse Operations: building a cross-functional team to support logistics and warehouse-related capabilities

Maintenance & Operations (M&O): introducing a dedicated team for system engineering, security, stable operations and continuous improvement

AI Initiatives: identifying and promoting practical Artificial Intelligence use cases across the IT department

As Interim Head of IT for a German medium-sized industrial distributor, I am responsible for 31 IT employees and lead the digital and organizational transformation, reporting directly to executive leadership. I took over an IT department with almost no basic structures – no clear roles, processes, documentation or ticket system – and with significant technical debt that tied up most of its capacity. Introduced agile principles and ways of working in the IT organization and transformed the traditionally structured IT department into cross-functional Scrum and Kanban teams focused on transparency, collaboration, and customer value delivery.

Redesigned the entire IT organization by establishing a modern operating model, introducing new roles such as Product Owner, Scrum Master and Solution Architect and strengthening the organization through strategic hiring and targeted capability development. Recruited and onboarded Agile Coaches to accelerate the transformation and personally managed and coached Scrum Masters as well as IT department leaders to foster servant leadership, self-management and a culture of continuous improvement.

Aligned IT-internal planning across eight teams to three Flight Levels based on Klaus Leopold (strategy, coordination, team), laying the foundation for later company-wide portfolio management. Consolidated the backlog of more than 10 workstreams and prioritized it by business value and cost of delay. Introduced a ticketing system to increase transparency and enable data-driven decision-making, flow-based work management, and greater accountability at all levels.

Established and supported multiple cross-functional teams, including the Operational Core (ERP) domain with dedicated streams for Support, Feature Development and ERP Migration, as well as teams responsible for Warehouse Operations, Maintenance & Operations (M&O) including system engineering and security, Modern Workplace, Data Quality and integration initiatives. Worked closely with Agile Coaches to support team development, remove impediments, and continuously improve delivery effectiveness.

Acted as Interim Product Owner for the operation and enhancement of the existing ERP landscape while supporting the ERP migration as a Project Manager. Reorganized the project organization and had the already negotiated contract with the implementation partner realigned with a focus on approach and overall responsibility; Phase 1 (financial accounting) has been live since October 2025. Collaborated with the selected implementation partner to design and establish the project organization and target operating model for the ERP transformation, introducing agile delivery structures and ways of working. Facilitated the alignment between business, IT and the external vendor and played a key role in negotiating the contractual framework and delivery model to ensure a sustainable foundation for the transformation program.

Initiated the strategic modernization of the workplace environment through the adoption of Microsoft 365 cloud capabilities, establishing the foundation for enhanced collaboration, scalability and future digital services.

Launched AI initiatives to identify practical business use cases and promote the responsible adoption of Artificial Intelligence across the IT department. Encouraged self-management and empowered teams to take ownership of decisions, delivery and continuous improvement.

• Design, development, and productive rollout of an Enterprise HR Copilot based on Microsoft Copilot Studio to automate internal HR processes
• Development of an AI-supported assistant for answering employee inquiries based on a SharePoint knowledge base and internal company HR documentation
• Integration of the Copilot into Microsoft Teams, including welcome logic, user guidance, and role-based routing
• Automation of HR processes and approval workflows with Microsoft Power Automate to reduce manual processing steps
• Development of realistic HR documents and response templates with Azure OpenAI, taking business requirements and consistent company policies into account
• Implementation of prompt strategies, knowledge management, and response optimization to improve response quality and user acceptance
• Close collaboration with business departments to analyze requirements and integrate the AI solution into existing company processes

Technologies:

Microsoft Copilot Studio, Microsoft Teams, Azure OpenAI, SharePoint, Power Automate, Power Platform, Microsoft 365, Prompt Engineering, Workflow Automation

• 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

Advising various companies in the areas of controlling, finance and planning, transformation, business partnering, management reporting and AI-driven forecasting systems

Transformation mandate: IT operating model and governance

• Managed the operationalization of a new IT operating model for a service- and customer-oriented organization in the managed services and Microsoft 365 environment.
• Translated the organizational target vision into concrete roles, responsibilities, organizational elements, decision-making paths and collaboration principles.
• Designed and operationalized a layered model with autonomous delivery teams, supporting units and clearly defined governance functions.
• Designed governance for Service Delivery Management, People Leads, Global Service Owner (GSO), operational teams, clusters and management committees.
• Structured the transformation rollout into ramp-up, implementation, stabilization and operations, and developed kick-off, communication and feedback formats.
• Further developed PMO and office structures as well as portfolio and workforce management to create transparency on resources, risks, dependencies and decision-making needs.
• Facilitated cross-functional workshops and decision-making meetings and translated different stakeholder interests into implementable principles, rules and actions.

Interim mandate: IT service and operations management

• Took over operational responsibility for Citrix and AD/Access, including incident, escalation, transition and quality management in day-to-day operations.
• Clarified operational interfaces and clearly defined responsibilities between internal units, Service Delivery Management and external service providers.
• Conducted structured GAP analyses of existing service descriptions, prepared make-or-buy decisions and clarified roles with KPI integration.
• Managed conflicting objectives, dependencies and escalations in complex customer, operations and transformation situations.

Selected results

• The transformation target vision was translated into practically 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-managed 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

• Lecturer in AZAV-certified, one-month training programs on AI fundamentals and practical applications, with several cohorts since February 2026
• Design and delivery of all modules for participants from different professional fields
• Teaching how generative AI works, its areas of application and limitations, as well as prompting and evaluation practices
• Created all teaching materials and exercise formats independently
• Supporting participants throughout the entire course period

• Developed a market entry strategy for the claims division of an insurance services provider.
• Analyzed and optimized existing claims processes.
• Defined management metrics and KPIs to improve performance and efficiency.
• Advised management on market positioning and process digitalization.
• Led an IT team of 13 employees as part of an interim vacancy cover.
• Ensured stable IT operations and managed external IT service providers.
• Led regulatory projects, particularly the implementation of the DORA regulation.
• Prepared and supported an IT security audit.
• Change management and conflict moderation in a challenging transformation environment (FI migration).