Claude 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

• 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)

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.

• Redesign of the company's BI infrastructure: replacement of a fragmented landscape of manually maintained Excel solutions and CSV imports with a centralized Power BI environment featuring a unified data model as the company-wide single source of truth
• Consolidation of previously isolated reporting logic into a central semantic model – eliminating redundant files, manual data transfers, and inconsistent metrics between departments
• Forecasting & planning: Design and implementation of company-wide liquidity planning in Power BI – from business logic to a fully automated, data-source-driven planning model replacing the previous manual Excel process; enables rolling forecasts and continuously up-to-date cash flow transparency for management
• Optimization of existing Power BI dashboards in terms of performance, structure, and analytical value using an AI-native approach
• Analysis and improvement of the data model, including data quality analyses, data cleansing, and consistent modeling using star schema, DAX, and Power Query
• Incident & anomaly analysis: Identification, investigation, and explanation of data anomalies, including root-cause analysis and concrete recommendations for action
• AI solution architecture: Connecting Business Central and Power BI to LangDock via MCP (Model Context Protocol) for AI-supported data usage
• Creation of a historical data layer as a basis for trend and time-series analyses
• AI-supported automation: Design and development of AI skills, agents, loops, and processes for the automated analysis and interpretation of reports
• Automated reporting workflow: Setup of scheduled, automated email distribution of AI-generated analyses and recommendations to stakeholders
• Gathering and documentation of business requirements and coordination with business departments and IT as part of requirements engineering / product owner activities
• Breaking down overall requirements into clearly defined work packages and tasks
• Definition, prioritization, and management of milestones throughout the entire project lifecycle

Tools: POWER BI, M365, Copilot Studio, MIRO, Microsoft Business Central, Microsoft Fabric, Claude AI, ChatGPT, LangDock, MS VS Code

Remote freelance role focused on Agentic AI strategy, secure application patterns, and reusable agentic workflows for a government agency.

• Development and implementation of an open-source Agentic AI strategy for a government agency, with a focus on GDPR, security, and self-hosted solutions
• Development of reusable agentic workflows and business applications that enable non-technical employees to solve business problems independently
• Implementation of nine business applications with Single Sign-On (SSO) and Azure PostgreSQL integration on Hetzner Linux servers

Techstack: Python, Streamlit, Anthropic SDK (Claude), Azure, Linux, PostgreSQL, MS SQL, Angular

•      Led business development across DACH for a PropTech platform digitising distressed real estate and NPL asset sales — unlocking liquidity for illiquid assets through structured digital bidding processes for brokers, investors and insolvency administrators.

•      Developed and managed enterprise relationships with real estate agencies, banks, servicers and PropTech platforms — driving pipeline generation, commercial negotiations and partnership development across Germany and Europe.

•      Replaced opaque one-to-one negotiations with transparent multi-bidder environments — supporting distressed real estate sales, NPL/REO asset disposals, portfolio sales and high-demand residential listings with speed, compliance and auditability.

The client operates a SaaS platform for managing rail and intermodal transport (Rail-Flow Transport Management Platform).

For two of its customers, it was looking for a 3-month project management replacement. Both customers offer rail and intermodal transport services. Implementation progress differs: one customer is already live and wanted its Phase 2 enhancements implemented; the other customer is implementing its MVP and entering an intensive testing phase.

As part of the assignment, project management was taken over, including management of the internal development team (offshore Turkey).

• Took over complete project management for 2 customer projects, including the roles of Product Owner and Co-Scrum Master
• Managed agile implementation teams consisting of business analysts, implementation consultants, developers (offshore) and QA staff
• Ensured compliance with and further development of project governance
• Planning and rollout management: creation and maintenance of project and rollout plans as well as coordination of role assignments with the client’s management
• Requirements and change management: management of contractual requirements, bugs and changes
• Customer and project communication: organization and moderation of status meetings and steering committees
• Identification of project risks, initiation of countermeasures and escalation
• Ensured correct and timely invoicing for project services together with Finance

Methods: Scheduling (forward- and backward-based), including milestone planning, structured interviews, multi-project management (in English)

Tools / Technologies: Jira, Confluence / Atlas, Claude (Skills, Artifacts), MS Outlook

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.

• 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.

• 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.

• I support medium-sized clients with their funding needs.
• I evaluate operational business processes and translate complex legal and regulatory requirements into business requirements, target models and actionable roadmap epics.
• I use Generative AI tools and automation in a targeted way to efficiently create requirements documentation, process analyses, evaluations, meeting preparation materials, customer analyses and decision papers.