Go Experts in Munich

• 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

Independent advisory practice for strategy, organisational transformation, M&A / investor work and AI/data-enabled change.

• Short-term diagnostic and problem-solving mandates: rapid strategic and organisational assessments for leadership teams and Boards, translated into recommendations and transformation roadmaps.
• Organisational redesign and AI governance for an international group of approximately 1,500 employees: structure, mandates, decision rights and interfaces; AI-readiness and data-maturity assessment; vendor evaluation and selection; capability building.
• Design of a centralised Strategy Execution / Results Delivery Office for an industrial client: mandate, governance, portfolio steering, KPI logic, decision forums and implementation roadmap.
• Selected part-time mandate with SPARS GmbH (as a Business Development and Investments Director): developed M&A pipelines, assessed targets for strategic fit and synergy potential, led commercial due-diligence workstreams and investor / partner engagement.

• 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

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 understands a company’s context, makes decisions according to its rules, and acts on its behalf.

• For mid-sized companies: a guided sprint followed by operation for a team, department, or prioritized cluster, based on an AI assessment
• For self-employed professionals: a 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 coding
• Architecture: Chief of Staff, Goals, Advisors, Agents, Context, Catalog

• SAP S/4HANA upgrade from Release 2021 to 2025 and FI/CO transformation as part of a new TOM. Four streams and two SAP service providers; management during ongoing operations.

• Overall responsibility for time, quality and budget as well as cross-stream coordination of the four streams

• Coordination of process streams, business functions and SAP service providers

• Establishment and management of governance, planning, risks, dependencies, resources and escalations

• Provider management, regular management reporting, and preparation and execution of project and Steering Committee meetings

• Responsibility as Test Manager for test strategy, test planning, UAT, defect management and acceptance

• Result: Successful preparation for Go-live on 28.09.2026 during ongoing operations; quality and the planned absence of production interruptions ensured. Project governance established and positive feedback from management and stakeholders.

• Set up backend assistants, prompt engineering, customer communication, growth strategy

• Successful implementation of AI shopping assistants e.g. Thalgo.de

• Focus areas: location analysis and career planning, support during change processes or conflict situations, stress management and work-life balance

• Managed Microsoft Cloud Accelerator Factory (CAF) programs for global enterprise customers, ensuring Azure cloud implementations aligned with security, governance, and compliance best practices, including ISO 27001-aligned controls and cloud security frameworks.
• Managed complex global enterprise transformation programs with strong focus on project delivery, financial governance, budget control, planning, risk management, and executive reporting, ensuring delivery within scope, timeline, and budget.
• Led the implementation of e-invoicing solutions for Nestlé, coordinating finance, IT, business stakeholders, and external providers to ensure successful integration, testing, rollout, and delivery of electronic invoicing processes.
• Managed an Oracle-to-PostgreSQL database migration, coordinating technical teams, application owners, testing activities, dependencies, risks, and cutover planning to ensure a controlled and successful transition.
• Led cross-functional programs involving finance and payment-related processes, enterprise platforms, and system integrations, with strong stakeholder management across business, IT, vendors, and senior leadership.
• Delivered transformation programs in FMCG environments, including Nestlé, managing complex international stakeholder structures, third-party providers, governance, RAID management, and business-critical dependencies.

• Agile Transformation Coach within an SAP-driven End-to-End Lead-to-Cash program, supporting leadership and management teams in implementing and evolving the Sherpa Way of Working, strengthening Agile practices, role definitions and responsibility clarity (RACI), and delivery effectiveness
• Member of the leadership core team for the Way of Working, shaping and evolving agile operating models, challenging existing practices, and driving pragmatic, system-level improvements
• Conceptualized a Polarion-based Scrum Master dashboard as a single, role-based entry point for sprint status, dependencies, risks, and governance artefacts, reducing reporting overhead and improving transparency
• Provided targeted 1:1 coaching to the Master Scrum Master and Scrum Masters, strengthening leadership capability, role effectiveness, and support for team-specific challenges, including the redesign of Scrum Master syncs and collaboration formats
• Worked with teams and leadership on End-to-End Lead-to-Cash process analysis and documentation in SAP Signavio, supporting alignment, transparency, and a shared understanding of process expectations across teams

Re-engaged to own two product streams end to end, from concept and UX design through to AI-assisted implementation.

• Redesigned the offer and follow-up journey across 38 insurance plans, 16 providers, and four age segments, spanning web, WhatsApp, email, and SMS.
• Launched the rebuilt conversion flow in a live A/B test against the legacy version - evaluation still in progress.

Selected Mandate - PE-Owned Portfolio Company

CFO Office execution mandate with Transformation CFO scope after CFO transition. Reporting directly to the combined CEO/CFO role, with one individual holding both CEO and statutory CFO responsibility.

• Managing liquidity forecasting, cash management and short-term cash visibility; preparing investor and lender reporting.
• Stabilizing finance operations, reporting cadence and finance interfaces across HQ and subsidiaries.
• Providing extended finance leadership, people leadership and hiring support for the finance function.
• Supporting budgeting, forecasting, FP&A cadence and management reporting.
• Restoring finance cadence across liquidity, reporting, stakeholder communication and management decision support.
• Leading performance recovery support for a US subsidiary.

The program supports the comprehensive realignment of the German Consumer Panel Services business. It combines a significant panel boost with the reprocessing of historical data and the integration of new receipt data. By significantly expanding and stabilizing the panel with the involvement of external partners, the aim is to improve the validity of the data base and create a reliable foundation for methodology, weighting and customer reporting. At the same time, historically grown processes for data delivery, OCR, matching, item QC, methodology and reporting are being harmonized, further developed technologically and reorganized. The goal is a scalable end-to-end landscape with higher data quality, clear responsibilities, reliable governance and sustainably manageable operational processes.

• Overall management of the restatement program, including the integrated roadmap as well as milestones, dependencies, risks and management decisions.
• Coordination of the panel boost and alignment of the required data deliveries, quality requirements and prerequisites for methodology, weighting and reporting.
• Alignment of business, product, data science, technology, operations and external partners around a shared target picture, aligned priorities and an integrated approach.
• Design of the organizational change triggered by the fundamental realignment of the data base, methodology and management logic, which has a lasting impact on established decision-making and collaboration patterns.
• Establishment and further development of governance, reporting and escalation structures as well as program-wide monitoring and operational processes for reliable management and sustainable handover.
• Management of critical data, technology and provider dependencies, including reprocessing, OCR transition and the timely synchronization of delivery, testing, methodology and reporting.
• Orchestration of international collaboration with teams and stakeholders in Germany, the United Kingdom, Portugal and Romania, as well as with external suppliers in Germany and Austria.

Impact Areas and Expertise: Program & Delivery Leadership, Business & Technology Alignment, Organization & Transformation, Governance & Sustainable Operations, Strategy & Target, Methodic Leadership, Transformation & Change Leadership, Executive Advisory

• Worked as freelance Senior DevOps Consultant on-site for IBM at a European Union Agency, operating in a highly secure, air-gapped environment managing classified systems.
• Led automation and DevOps initiatives for a large-scale OpenShift platform (>400 nodes), driving deployment efficiency, GitOps adoption, and operational automation using Ansible, Python, and Bash while ensuring compliance with security requirements.
• Spearheaded automation of release and deployment workflows in a private cloud environment hosting 400+ OpenShift nodes, significantly improving deployment speed and reliability.
• Migrated existing playbooks, roles, and templates from Ansible Tower to Ansible Automation Platform (AAP), ensuring full compliance with fully-qualified collection names (FQCN) and preparing custom Execution Environments (EE) for containerized automation.
• Implemented GitOps Agent for AAP Controller Configuration as Code, enabling automated synchronization (CRUD) of Ansible Controller objects based on repository-stored configuration definitions using GitHub webhooks.
• Designed and automated complex multi-step operational workflows including environment cleanup, Helix cluster component re-creation, Kafka topic management, and OpenShift object lifecycle management across ~100 environments.
• Achieved a reduction of multi-day manual operations to under a few hours through automation improvements spanning multiple AAP clusters and OpenShift environments.
• Integrated Ansible Automation Platform with Thycotic (Delinea) Secret Server via lookup plugin to enhance secure credential management in automated processes.
• Managed deployment tasks, platform troubleshooting, and Istio network configurations while adhering to stringent EU PSC security and compliance standards.
• Collaborated with infrastructure and application teams to refine deployment procedures, develop naming conventions, and continuously improve automation coverage in an air-gapped, classified environment.

• After several S/4 go-lives, Finance and IT lacked structure, clarity of roles and decisions; governance mechanisms, priority logic and responsibilities were not sufficiently defined.

• Unclear interfaces, high coordination effort and inconsistent ways of working led to organizational instability and limited leadership and management capability.

• The existing operating model between Finance, Controlling and IT was not functional, affecting transparency, collaboration and decision-making paths.

• Designed the transformation and organizational architecture for Finance and clarified roles, decision-making paths and priorities.

• Diagnosed and structured the Finance and IT organizations (DE/UK/PL), including collaboration, responsibilities and interfaces.

• Redesigned the Finance–IT Operating Model with a focus on governance, management routines and cross-functional collaboration.

• Enabled leaders and teams, especially Global Process Owners, Key Users and Finance Leads (systemic OD / Leadership).

• Managed the transformation portfolio, including clarity on risks, dependencies and cross-functional decision-making processes.

• Restored structural management capability by clearly defining and anchoring roles, decision-making paths and priorities throughout the organization.

• Systemically strengthened governance and cross-functional collaboration – Finance, Controlling and IT again worked in consistent, aligned structures; friction was measurably reduced.

• Harmonized working and communication processes, making coordination faster, more transparent and less conflict-prone.

• Established sustainable organizational capability, including by building a strong Key User / Process Owner community and clearly defined management routines.

• Made the transformation manageable in a structured way – prioritized initiatives, clear risk and progress logic as well as consistent decision-making formats increased execution speed.