Artificial Intelligence Experts in Austria

Build the business value case for a global Talent Acquisition transformation covering talent attraction, shared specialist capabilities, process standardization, AI-enabled automation and the future HR operating model.

• Led the value-case workstream and aligned Finance, HR, Digital and workstream leaders on scope, assumptions, investment requirements and decision criteria.
• Built low, base and high scenarios linking adoption, productivity, workforce capacity, cost and service outcomes; identified double-digit FTE-equivalent capacity and multi-million-euro modeled value potential.
• Assessed AI and automation across scheduling, sourcing and candidate qualification, separating released capacity, avoided cost, qualitative benefits and standalone investment needs.
• Produced executive dashboards, a value-driver tree and a traceable calculation guide; reconciled cross-workstream inputs into the storyline used for the investment decision.

• Consulting and interim management at the intersection of IT operations and regulation
• Impact assessment and implementation planning for NISG 2026 and the 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 on examination boards
• Industry talks for businesses 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
• Integration with bank account systems using SEPA direct debit mandates and message formats under ISO 20022 (pain.008, camt.053)
• MLOps and AIOps in live operations
• Own applications under my own brand: shared codebase, separate deployment for each target device
• AI-assisted software development (vibe-coding), complete agentic pipelines, code generation, implementation, automated testing, CI/CD and release cycles
• Professional publications on the EU AI Act, NIS2, DORA, CRA and CER as an integrated governance system
• Professional 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

Organizational Change Management for the strategic setup of a hybrid GBS rollout as part of a global, AI-driven Finance Transformation. End-to-end management of the OCM architecture in a highly complex on-, near-, and offshore partner setup [IN, PL, RO]. Successful completion of Phase 1 (Initial Strategy) and strategic pausing by the Executive Board after the early disclosure of critical vendor-side OPEX risks

• Systemic Baseline Assessment & Stakeholder Diagnostics: Evaluation of the global organization and analysis of the process landscape across 21 countries [AT, DE, CH, FR, UK, SI, RO, UA, RU, US, CD, CN, AR, MX, ZA, IN, JP] to precisely determine change requirements

• Architecting the OCM Strategy & Master Roadmap: Independent development of a comprehensive, AI-centered Change Roadmap for end-to-end management of all change initiatives across every project phase

• Data Quality & AI Agent Risk Mitigation: Auditing of Process Data Repositories (Celonis analysis); prevention of the ingestion of 58% synthetic training data to safeguard AI model reliability amid geopolitical supply chain tensions

• GBS Vendor BAFO Triage & Contractual Commitment: Critical review of Tier-1 vendor pitches and contractual commitment to a reduced Non-STP rate (from 7% to 4%) to avoid extreme manual rework with a planned FTE reduction (-63%)

• Executive Enablement & Board Alignment: Design of the GBS Transformation Executive Board Deck to strategically enable C-level executives and transparently present completely overlooked AI tokenization costs

• Targeted Change Communications & Engagement: Design and development of audience-specific communication measures to align the highly diverse, globally distributed stakeholder network

• Adoption Velocity & Resistance Measurement: Engineering of quantitative measurement tools (Pulse Check Survey) using Behavioral Dyads to identify resistance based on data and ensure sustainable success measurement

Results:

• Avoidance of disruptive misallocations: Stopping the ingestion of 58% synthetic AI-agent training data after discovering only 42% compatibility with existing processes, preventing critical GBS cascade errors
• Significant OPEX & effort reduction: Reduction of the Non-STP rate in Tier-1 vendor BAFOs from 7% to 4% alongside an impending 63% Finance-FTE reduction; avoidance of thousands of time-consuming manual correction processes
• 100% Delivery of the OCM architecture & ROI protection: Delivery of all OCM artifacts (Change Roadmap, Comms Plan, Executive Board Deck, Pulse Check Survey) and protection of ROI by identifying incalculable LLM runtime token costs

Independent practice serving clients in SAC-P and AI-enabled FP&A transformation, including financial model development for PE firm engagements, data cleansing with PowerQuery, workflow automation Claude Cowork, SAC-P scoping task-based assignments (Micro1.ai & Mercor.ai), and SAP partner network development.

• 2026 – Completed significant upgrade training for Positioning Business AI and SAP Cloud ALM Workshop (In-Person). Live Demos • SAC-P & Excel-Based Reports • Claude Partner • SAP Partner#: 1961209 (OE – Build)
• Fall 2026 – New effort to re-train/update past FI/CO, SAP BPC, SAP Platform to S/4 Finance & Core G/L Accounting
• 2026 – Upskilling for Transformation Toolchain. In-Person Workshops: Cloud ALM & SAP BTP • Joule Demo(s)
• 2025 – FP&A processes • Datasphere & Business Data Cloud • Team Workshops for AI • Toolchain & SAP Cloud ALM
• 2024 – Built key credentials on Deloitte S4 Experience • Group Reporting and SAC-P

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.

• Project management in the PMO
• Further development of PMO and operational processes
• Development of templates and project documentation
• Management of a DACH/SOE-wide rollout project

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.

• AI strategy concept and implementation roadmap for an energy consulting company.
• Use-case matrix with nine application scenarios (including funding research, chatbot, initial AI consulting, topic radar), implemented as reusable Claude Code skills.
• AI strategy, use-case analysis / Claude Code Skills / n8n.

Project-based work on learning formats for professional development, focusing on practical delivery, digital implementation and transfer.

• Delivery of practical training for employees in the hotel industry
• Development of multi-stage learning architectures for in-person, online and individual learning formats

• Analysis of existing work, information and decision-making processes.

• Identification and prioritization of suitable use cases for AI agents.

• Elicitation of functional and non-functional requirements.

• Design of collaboration between users and AI agents, including control and escalation mechanisms.

• Support for the implementation of the AI agents and adapted keyboard hardware.

• Business target vision for the AI-first transformation.

• Structured and prioritized requirements for implementation.

• Defined roles, interactions and control points between people and AI agents.

• Preparation for the gradual automation of productive work processes.

Techstack: AI agents, LLMs, agent orchestration, RAG, APIs, automation, hardware

• Development and implementation of AI and digitalization strategies
• Identification and evaluation of automation potential
• Development of hybrid automation solutions
• Strategic support from potential analysis through implementation

• Digital Product Owner & Manager at a large transport company south of Vienna (2023 – 2025)
• Agent Boss | Implementation, further development & management of autonomous AI agents
• Requirements Engineering | From the idea ... to success! (E2E)
• Strategic business development (transformation into a „Frontier Firm“)
• Change management | Digital Transformation · Reorganization & restructuring · Cultural change
• Process management | Analysis · KPI management · Implementation
• Project / initiative management | agile (Scrum) & classic (waterfall), or hybrid PM (method: The Race)
• Facilitation & presentations (teams, C-level, stakeholders, large groups)
• Functional leadership and mentoring of (Junior) Consultants and Business Analysts

Technologies: Azure DevOps, Jira, Confluence, Office 365 (Teams, PowerPoint, Copilot, Excel, SharePoint, Forms, OneNote, PowerAutomate, Word), DataDog, Conceptboard, Python, AWS, Claude, Perplexity Methodology: Scrum

• Steering and supporting the organization in introducing Scrum and a SAFe-inspired quarterly roadmap and portfolio planning at program level.
• Servant leadership for Scrum teams and managers to achieve quarterly goals and measurably increase value creation for internal and external customers.
• Designing and building efficient communication and collaboration structures between multiple development teams and central stakeholders in the organization.
• Moderating and facilitating cross-functional workshops and management meetings to align on shared goals.
• Coaching leaders, Product Owners, and development teams on agile values, role understanding, and scaled ways of working (Scrum, SAFe, Business Agility).
• Removing structural obstacles at team and organizational level through targeted impediment management and escalation processes.
• Enabling teams to become more self-organized, accountable, and end-to-end responsible along the value streams.
• Individual coaching of key people (Product Owners, Chapter Leads, Scrum Masters) to strengthen their impact in the transformation program.
• Organization-wide identification, planning, and implementation of process, structure, and tool improvements to sustainably increase efficiency, throughput, and value creation.
• Close support for Product Owners in stakeholder management, business value prioritization, product strategy, roadmap planning, and effective collaboration with development teams.
• Introducing, governing, and scaling Azure DevOps as the central project and product management tool, including coaching the organization on usage, reporting, and alignment at all levels.

Achievements:

• Clear increase in visibility, transparency, and perceived value creation of the development teams within the overall organization.
• Noticeable improvement in communication between development, business, and other stakeholders.
• Optimization of work processes, workflow, and backlog structures, which reduced lead times, sharpened priorities, and sustainably increased team effectiveness.