Go Experts in Germany

• Set-up of the data center in Oberkochen (Defence division)
• Planning of the fiber-optic ring and simulation of Wi-Fi coverage
• Installation plan for WAN and LAN cables for office and production (infrastructure)
• Adaptation of the SAP system (R3) for the Oberkochen site (software)
• IT transformation of the SAP system to SAP HANA
• Planning of network infrastructure and server technologies in the SAP environment
• Pre-sales support and establishment of change management
• Independent coordination of utilities according to time, budget and quality
• Mapping of the project in MS Project and SERVICENow
• Development and design of hardware and software
• Demand management and portfolio management
• Set-up of a risk register and migration plan
• Preparation of payment-supporting documents in coordination with the responsible finance and commercial functions
• Budget: 5 million - 34 FTE

• Focus on optimizing and further developing the internal customer EBICS application
• Functional and technical consulting for Aareal First Financial Solutions AG on EBICS standard products and applications in the areas of operations and further development, as well as project-related communication with external development partners and the product manufacturer to implement the corresponding technical optimizations
• As the functional coordinator, providing advice on content-related and regulatory requirements as well as technical prerequisites and requirements, and bringing these together at the functional level
• Consulting on the use of EBICS formats
• Reviewing the current EBICS standard for optimization and further development potential
• Analyzing the current state to identify development potential and deriving appropriate recommendations for action while considering regulatory requirements
• Conducting EBICS tests throughout the project
• Functional responsibility for requirements management and, in this context, recording and documenting requirements for such tests
• Designing a functional and sustainable test management system
• Conducting and evaluating tests
• Consulting on sustainable quality assurance and audits
• Project language: German and English
• Tools/Methods: MS Project, MS Office, MS Visio, TestRail, Confluence, Jira, Business Logics Bankkrecher, Business Logics Test Data Generator, Business Logics Banking Tool, Business Logics Test System, DBEAVER, Squirrel, Unix Virtual Machines, WinSCP, Kitty, Putty, various Aareal Bank products, Online Banking Portal, Aareal Sign, core banking system, SAP Blue Eagle, SAP RE-FX, Aareon Wodis Sigma, Haufe Real Estate Wowinex, GAP Group Immotion, UTS Karthago, SAP IS-U/Waste, SIV kVASy, various EBICS clients

• 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

• 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

Management of several MFA methods for centralized authentication within a group. Interface between various stakeholders such as support, financial accounting, 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 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 IT-Grundschutz, NIST

• Overall leadership of several strategic operations projects focusing on Workplace Services, SLA Framework, access management, certificate management, e-learning, backup & recovery, test management, and capacity management, as well as the introduction of system monitoring and feasibility studies for 24x7 operations, in some cases including implementation in ServiceNow
• Creation of various ServiceNow operating concepts covering training, access rights, and emergency management as part of a new cloud hosting initiative for the ServiceNow platform
• Executive board reports and leadership of steering committees as part of company-wide strategic objectives, as well as the establishment of new balanced scorecards for measuring KPIs related to optimization-driven project results

• Generative AI products for corporate clients, owned from strategy through specification to production.
• Central strategy, local configuration: multi-tenant AI assistant for occupational pension schemes (bAV), delivered as an interactive avatar with text and voice path. Three tenants run on one codebase, each with its own conversation guide, while the knowledge base, guardrails and escalation paths stay central
• Versioned, AI-ready knowledge base composed into a tenant-agnostic voice context and tenant-specific text prompts — the configuration layer that keeps local adaptation from forking the product
• Conversational design: answer limits, scope and off-topic handling, anti-hallucination rules, escalation and lead handover to human advisors
• Five eval suites as a quality gate before any prompt or model change (anti-hallucination, LLM-as-judge failure modes, multi-turn consistency, voice KPIs, action vocabulary with confusion matrix); user test with 10 testers (Hamburg, 07/2026) drove the rework from alpha to beta
• Coordinated external developers, compliance and client stakeholders; GDPR-compliant EU stack, IDD-compliant, EU AI Act classification documented
• Second product line: white-label social media generator for consultancy chilli mind (CH/DE) — one codebase, per-client branding and configuration
• Results: 239+ deployments and a pilot with corporate customers · 108+ deployments for the white-label product · repeatable pattern for multi-tenant AI products in a regulated environment

• Strategic planning, detailed technical preparation and operational management of an email gateway migration in a security-critical government environment.
• Preparation of the technical specification and development of technical concepts and migration approaches in line with BSI requirements.
• Technical requirements management with business units, information security and operations.
• Coordination of external service providers, integrators and implementation partners; maintenance of project plans, milestones, resources, risks and dependencies.
• Regular reporting to project management, the program environment and internal stakeholders.

• Rubix is Europe’s largest supplier of industrial parts and maintenance solutions (approx. 3 bn € turnover, private equity owned). Reported to the COO of the DACH subsidiary, leading a major restructuring project.
• Project Governance: Established robust governance structures (project charter, governance plan, communication structures), ensuring transparency and executive alignment.
• Logistics Restructuring: Consolidated multiple distribution centers into two central hubs, optimizing cost efficiency and service levels.
• Team Leadership: Directed a core team of 9, guiding planning and execution in a dynamic, fast-paced setting.
• Project Planning: Developed and validated a comprehensive project plan, translating high-level milestones into actionable work packages.
• Risk Management: Implemented risk register and root-cause analysis to proactively mitigate project risks.
• C-level Reporting: Presented project status and recommendations to the Steering Committee (CEO and executive board).
• Stakeholder Management: Managed alignment and engagement with diverse stakeholders in a private equity context.
• Budget Oversight: Managed a project budget exceeding 3 million €.
• Effective project governance and clear communication are essential for stakeholder alignment and successful transformation.

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

• 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 for Porsche interior plastic parts
• Ensuring complete and smooth information flow between the customer and internal departments
• Creating and monitoring resource, schedule and overall project plans
• Active support and independent customer handling
• Coordinating technical discussions and pricing discussions
• Organizing, running and documenting coordination meetings with development and controlling
• Preparing quotations with cost specifications, analyses and presentations
• Independent cost negotiations, change handling and final negotiations
• Carrying out deviation analyses

Process architect and transformation driver for company-wide excellence initiatives (covering a vacancy) Establishment and management of a company-wide process and governance framework to strengthen structure, leadership and effectiveness in an internationally growing family-owned company. Responsibility for the global process house, end-to-end governance, process role architecture and further development of the integrated management system – including international implementation (Romania, USA).

Scope:

• Management of the Business Excellence department with 6 employees and functional leadership of 20+ Process Owners
• Establishment of a global process operating system (architecture, roles, governance, global-local logic)
• Development of a group-wide control and KPI system for processes (transparency, KPIs, maturity)
• Introduction of mechanisms to ensure effectiveness in day-to-day operations (role enablement, communities, feedback)
• Governance and role framework for new production sites in Romania and USA (mandates, roles, decision logic)
• Stabilization and further development of the integrated management system (IMS)

Sustainable Results:

• Global process operating system established - Structure, roles, governance and global-local rules defined as a binding framework and anchored in the management system — the basis for consistent management and scalability.
• End-to-end process ownership strengthened - Process Owner roles globally defined, qualified and anchored in Communities of Practice — clear ownership structures across all sites for the first time.
• KPI and process management logic established - Uniform KPI system, maturity model and reporting principles developed — the basis for fact-based decisions, prioritization and transparency throughout the company.
• Effectiveness in day-to-day operations increased - Enablement architecture, onboarding mechanisms, regular meeting formats and feedback loops introduced — the process system is applied in daily work and continuously improved.
• Governance framework for new site implemented - Mandates, roles, decision paths and escalation logic for the new production site in Romania developed — clear structure for setup, management and integration.

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.