Confluence Expert in Austria
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Meet FRATCH Experts in Austria, who have recently used Confluence
Stavros V.
Last position:
Senior Executive Consultant - AI and Enterprise Transformation at Schneider Electric
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.
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.
Thomas P.
Last position:
Change Manager / AI-driven Finance Transformation at Agrana
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
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
Christian S.
Last position:
PMO Project Management at Neuroth AG
- 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
Chrisabel P.
Last position:
AI Systems & Product Strategy Expert at Webmeisterin
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.
Emre H.
Last position:
DevOps Engineer at SIWA Online GmbH
- Planning and implementation of IT infrastructures for customers
- Automation of provisioning with AWS CloudFormation and AWS CDK
- Monitoring and optimization of cloud environments and the entire IT infrastructure
- Technical support and troubleshooting for infrastructure issues
- Collaboration with development teams on CI/CD processes
Raymond A.
Last position:
Senior Agile Process Manager at Sportsbook Software
- Led Agile delivery governance for the €8M Ultraflex technology transformation programme, establishing teams, delivery processes, planning cadence and cross-team coordination across 9 teams.
- Established the programme delivery roadmap and Agile governance framework including Epic workflows, planning and refinement processes, cross/team alignment and consistent delivery practices..
- Coordinated and coached 6 Scrum Masters across Ultraflex, supporting teams in adopting effective planning, refinement, Definition of Ready/Done and Acceptance Criteria practices.
- Enabled the successful delivery of the programme's interim goal: an independent, production-running instance of the platform for Sweden, delivered within the planned timeframe as a proof of concept for the Ultraflex technology and delivery approach.
- Established and improved delivery processes across Sportsbook Software, including onboarding external development teams, Agile training and coaching, Jira workflows, Epic governance and roadmap planning.
- Established planning and coordination practices that improved visibility across teams and supported alignment on dependencies, priorities and delivery timelines.
- Supported initial Ultraflex programme planning through team effort estimation and cost projections, before financial management and ongoing forecasting were handed over to the Programme Manager.
- Developed proposals for improvements to the Project Management operating model, including process changes, responsibilities and RACI structures.
Matthias K.
Last position:
Requirements Engineer & Business Analyst at Media Company
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
Karl F.
Last position:
Managing Director at ONECEPT GmbH
Günther W.
Last position:
Senior Consultant, Founder & Owner at BECOLEX GmbH
- 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
Marko A.
Last position:
Program Lead | Agile Transformation Coach at EnBW
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.
Jerry B.
Last position:
Owner at DIGIPM Consulting e.U.
From 02/2023 to 05/2024: IT interim manager within an international construction chemicals group headquartered in Germany as Global TSA Manager in a carve-out project responsible for the IT workstream.
End-to-end management of an international IT carve-out and TSA program, including transition of five service providers, governance and operating structures, service continuity, provider performance, SLA/KPI and cost management, SIAM and supplier management, security services, operational readiness, and transition into stable operations.
From 06/2024: IT consulting in project management and IT service management areas, providing PM/PMO coaching and support.
Octavian G.
Last position:
Oracle DWH Analyst at Infomotion Gmbh
Oracle PL/SQL, Oracle SQL, ITIL
Christina D.
Last position:
Community Manager Social Intranet at Bayerische Versorgungskammer (BVK)
- Support for the introduction of new digital exchange and communication structures as part of an organization-wide transformation project
- Conception, setup, and operational management of Viva Engage communities within the intranet as part of the rollout of new digital exchange and communication formats
- Planning and support of the pilot phase and the initial operational phase, including feedback and optimization loops
- Onboarding and enablement of employees and leaders in the use of new digital exchange formats
- Development of change management and activation measures to drive participation and adoption
- Moderation of discussions and creation of guidelines, FAQs, and netiquette
- Editorial and content strategy, including leadership communication
- Adaptation and implementation of central concepts and communication guidelines to organization-specific requirements
- Monitoring, reporting, and derivation of optimization measures
- Coordination with IT, data protection, communications, and business units
Discover over 15,000 top freelancers
Statistics of experts using Confluence
Aggregated from the professional profiles of matched freelancers.
Experience
21 years
Position duration
2.8 years
Positions per freelancer
13
Top business areas
Information Technology, Product Development, Project Management
Top industries
Information Technology, Banking and Finance, Professional Services
Certification focus areas
Information Technology, Project Management, Product Development
Bachelor's degree or higher
83%
Master's degree or higher
67%
Doctorate
5%
Certifications per freelancer
4
Most common languages
German, English, Spanish
Speak two or more languages
99%
Based on our profile pool as of 29 Oct 2026.
Daily rate distribution
The chart shows how the daily rates of experts in this technology in Austria 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 of experts in Austria using Confluence
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 29 Oct 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Confluence 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 (92%)
- Banking and Finance (53%)
- Professional Services (44%)
- Manufacturing (37%)
- Telecommunication (37%)
- Government and Administration (36%)
- Retail (33%)
- Healthcare (31%)
Please note that freelancers can work across multiple industries, so percentages overlap.
About the technology
Knowledge hubs
Confluence is Atlassian’s collaboration and documentation workspace. Companies use it to publish internal knowledge, project pages, product requirements, meeting records, policies and customer-facing content. Its spaces, page trees, templates and permissions turn scattered information into a searchable source of truth.
Atlassian ecosystem
Confluence works closely with Jira, Jira Service Management and other Atlassian products. Strong specialists understand how issues, projects, pages, macros and workflows connect, and can choose between Confluence Cloud and Data Center based on security, scale and operational needs. They may also work with REST APIs, Forge, webhooks and marketplace apps.
Typical deliverables
- Information architectures with clear spaces, page hierarchies and ownership
- Templates for requirements, decisions, runbooks and project reporting
- Jira-Confluence links, dashboards and automated documentation flows
- Permission models, content lifecycle rules and migration plans
- Search, labeling and navigation improvements for growing knowledge bases
When expertise matters
Companies often bring in freelance Confluence expertise during a workspace rollout, Atlassian migration, merger or documentation overhaul. It is also useful when teams cannot find reliable information, permissions have become difficult to manage, or project knowledge remains trapped in chats and personal files. In Austria, remote collaboration is common, while workshops may benefit from on-site sessions and German or English communication.
Cloud and Data Center
A capable professional can assess whether Confluence Cloud or Data Center fits the organization’s requirements. The work may include space design, identity and access integration, app selection, content migration, archive policies and user guidance. Careful planning protects page links, attachments, permissions and historical context during change.
Quality signals
Look for specialists who can show practical information architecture decisions, clean templates and sustainable governance rather than attractive pages alone. They should ask about audiences, ownership, retention, search behavior and Jira processes before changing the workspace. Clear documentation, testing with real users and a measured handover indicate work that teams can maintain after the engagement.
Frequently asked questions
Curious about Confluence? Here are the answers that come up again and again.
Companies use Confluence for shared documentation, project knowledge, policies, product requirements, meeting notes and operational runbooks. Teams can organize content in spaces and page trees, add templates, control access and connect pages to Jira work. It is useful wherever information must remain searchable and maintained over time.
Confluence is closely integrated with Jira and is well suited to structured project and product knowledge. SharePoint often fits organizations centered on Microsoft 365 and document management, while Notion emphasizes flexible pages and databases. A strong specialist compares permissions, search, governance, integrations and content migration needs instead of choosing by interface alone.
A capable Confluence specialist may also understand Jira, Jira Service Management, Atlassian Administration, REST APIs, Forge, identity providers and marketplace apps. Information architecture, technical writing, change management and permission design are equally important. The right combination depends on whether the engagement focuses on content, integration, migration or governance.
The needed depth depends on the workspace and its risks. A small template cleanup may need focused configuration and content skills, while a migration or enterprise rollout requires experience with permissions, integrations, testing, communication and rollout planning. Ask for examples of comparable Confluence environments and the decisions made during those projects.
Yes, much of Confluence work can be handled remotely through workspace access, documented decisions and online workshops. On-site sessions can help with stakeholder interviews, taxonomy design or adoption planning when teams are distributed across Austria. Agree on working language, access controls, meeting hours and review responsibilities before the engagement begins.
Before changing Confluence, a specialist should review the current spaces, permissions, page ownership, integrations, macros, search behavior and content lifecycle. They should identify obsolete or duplicated material and confirm which teams depend on existing links and reports. A staged plan with backups, testing and rollback options reduces disruption.
Good Confluence work makes information easier to find, maintain and trust. Review whether page structures are intuitive, templates support real workflows, permissions follow clear rules and Jira links remain useful. Ask users to complete common tasks and check whether the handover explains governance, ownership and future maintenance.
Confluence is available as Confluence Cloud and as Confluence Data Center for organizations with self-managed infrastructure requirements. The choice affects administration, integrations, app availability, upgrades and migration planning. A specialist should assess security, identity, compliance, operational capacity and collaboration needs before recommending an environment.
The average hourly rate of freelancers in Austria who have used Confluence in their recent projects is 105 €, which corresponds to a daily rate of about 839 € based on an 8-hour working day.
Of the freelancers in Austria who have used Confluence in their recent projects, 83% hold at least a Bachelor's degree, 67% hold at least a Master's degree, and 5% hold a doctorate.
On average, freelancers in Austria who have used Confluence in their recent projects have 21 years of professional experience, with a single engagement typically lasting around 2.8 years.
The most common languages among freelancers in Austria who have used Confluence in their recent projects are German (100%), English (98%), and Spanish (21%).
The most common industries among freelancers in Austria who have used Confluence in their recent projects are Information Technology (92%), Banking and Finance (53%), and Professional Services (44%).
The most common business areas among freelancers in Austria who have used Confluence in their recent projects are Information Technology (99%), Product Development (76%), and Project Management (69%).
Main locations of FRATCH Experts, who have recently used Confluence
Our freelancers and interim experts are at home across the DACH region — available on-site in the major business hubs or fully remote. Choose a location to discover matched specialists, local market insights and up-to-date availability.
Vienna 
Graz Countries:
- Germany
- Austria
- Switzerland
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Philipp Thomaschewski
FRATCH CEO
