Low-Code Expert in Germany

Due to the steady growth of the customer organization and the associated increase in the number of projects in a wide range of areas, including IT/digitalization, sales and organizational development, and controlling, the demands on the projects are increasing. Projects are often started but not implemented within the planned time frame, resources are not clearly assigned, and the business value is not clearly demonstrated. The goal of the assignment as Interim Head of PMO is to further develop and embed an existing project organization from the CDO area at management level. It is important that the governance is pragmatic, easy to understand, and simple to apply in daily project work. The tasks and roles are to be defined, embedded in the organization, and this strategic PMO is also to be supported by an IT solution. This solution is to be selected and introduced. In addition, all ongoing projects are to be gradually transferred into PMO governance and project control is to be centralized.

• Mendix low-code development / project management
• Managing external resources
• Customer and user management, roles
• Master data entry
• Quote preparation
• Material costing
• Workflows
• Basic CRM functions
• API interfaces (email, SMS, AI chatbot)
• PDF API (.NET development using Aspose.PDF)
• Stakeholder management (dev teams, enorin team, test client)
• Risk management (backend access & sizing, role concepts)
• Testing and staff training
• Creating epics and stories in Confluence
• Jira Scrum planning and management

• Development of a browser-based platform for no-code deployment and cluster management in Kubernetes
• Implementation of a CLI tool in TypeScript to provision resources directly from the browser interface into the cluster
• Development of a expression parser in Go and delivery as a microservice to extract Helm expressions from values files
• Use of LLMs to turn user intent into Kubernetes diagrams
• Technology stack: Java, Go, OpenAI API, React, Azure, Next.js, Strapi, Stripe Connect

I founded NovoSign together with two partners. There I am responsible for strategic development and operational management, from the product all the way to the business model.

This experience is especially valuable for my work as an external CDO: I know the product and founder perspective from my own responsibility, not just from consulting projects.

• Definition and setup of the subject areas
• Building a governance model for the department with the areas of responsibility
• IT strategy, project management, process management, and quality and sustainability management
• Developing a communication strategy within the group
• Creating the IT strategy
• Designing templates, guidelines, and processes for consistent work
• Capturing strategic guardrails and grouping ongoing projects – deriving a roadmap for strategic planning
• Reviewing ongoing projects
• Creating staffing calculations and volume structure
• Defining job profiles

Europe-wide re-platforming & centralization

• Independently created the migration concept and implementation plan for the Europe-wide centralization and consolidation of IT services for around 20 European companies as part of a re-platforming program.
• Migration assessment: analysis of the existing IT, infrastructure, application, and service landscapes of the companies as the basis for the migration strategy.
• Development of the centralized target vision and target architecture based on a modern technology stack, taking platform and containerization approaches into account.
• Design of a highly available central infrastructure in an active-active model across two data centers; consideration of cloud, infrastructure, application, CMDB, and IAM services.
• Development of the migration and transformation roadmap, including defining migration waves, dependencies, requirements, and priorities for the move from decentralized services to the central platform.
• Analysis of technical and organizational dependencies, identification of migration risks, and development of a structured approach for step-by-step migration and centralization.
• Creation of target, solution, and implementation views for each service domain; design of the end-to-end join-move-leave process as a blueprint for the European rollout (Jira/Jira Asset Management).
• Alignment of migration strategy and roadmap with European companies, management, IT, providers, and other stakeholders; presentation of the 12-month roadmap to the Managing Director Europe.

• Designed and implemented comprehensive business processes, leading cross-functional teams to increase customer satisfaction and reduce costs
• Provided training and ensured benefits realization through end-to-end workflow development
• Contributed to the “Generate Insights from Hidden Knowledge” initiative by developing and deploying AI-driven workflow automation solutions using Large Language Models (LLMs) and low-code/no-code platforms
• Designed multi-agentic workflows integrating OpenAI, LangChain, Haystack, and n8n to automate document review, data extraction, and knowledge summarization processes
• Led the orchestration of AI and automation frameworks to enhance medical and business review processes, ensuring compliance, explainability, and transparency
• Collaborated cross-functionally to translate complex business requirements into AI-enabled automation prototypes aligned with enterprise compliance and data privacy standards
• Applied Power Automate, UiPath, Nintex, and ServiceNow to deliver rapid, scalable, and secure automation solutions within validated operational environments
• Leveraged Lean Six Sigma, Agile/SAFe, and ITIL principles to structure AI development pipelines ensuring measurable impact, auditability, and sustainable governance
• Managed cross-departmental collaboration to standardize workflows, reducing errors and enhancing task management. Established governance frameworks to ensure the sustainability of automation solutions

• Administration and further development of the M365 environment including Teams, Exchange Online, Intune and SharePoint Online
• Development of dashboards for performance monitoring using Microsoft Power BI
• Implementation of user requirements and processes with low-code/no-code technologies (Power Apps, Power Automate)
• Use of Jira and Azure DevOps to plan and implement user stories in an agile project context
• Participation in daily stand-ups, sprint planning, sprint reviews and retrospectives as technical point of contact
• Planning and implementation of security policies using Azure Conditional Access and multi-factor authentication
• Configuration and deployment of clients and applications via MECM (SCCM) and Baramundi

Retained by the client as external advisory anchor following build-up and handover of the programme. I continued to serve as an external mentor/advisor to the internal programme manager, focusing on

• governance,
• risk and dependency management,
• stakeholder alignment,
• delivery discipline and
• change adoption.

In a Product Owner / Agile Delivery role in the GLOBUS team, I manage the backlog, prioritization, refinements, and release coordination along user value, technical feasibility, and operational safety. The focus is on collaboration between development, operations, support, and stakeholders around platform and backend services for telematics, vehicle/logbook data, and deployment/rollout processes.

• Product responsibility & prioritization: building and maintaining a clear backlog (epics/stories), continuous refinement, roadmap/release coordination, and transparency around value, risk, and dependencies.
• Interface & stakeholder management: translating business goals into deliverable increments, moderating alignment between teams/disciplines (including ops/support), and making decisions under time pressure without panic.
• Timeline & capacity: release/sprint planning with alignment of team capacity, dependencies, and operational windows (rollout/deployment).
• Quality & demos: preparing/facilitating reviews/demos, clarifying acceptance criteria with stakeholders, and integrating test activities into delivery.

Methods & tools: Scrum, Kanban, Jira, Confluence, product roadmapping, user story mapping, requirements engineering, requirements management, stakeholder management, KPI/service mindset, technical collaboration in an IoT/telematics environment.

• IT consulting
• Power Platform & Databricks
• AI software development (custom software)
• Commercial responsibility for the company

I help companies and digital teams win back time in their day-to-day work – by automating recurring processes and improving digital products in a targeted way. Depending on the need, either in execution or at leadership level (interim).

Typical results:

• Manual routine processes run automatically – requests, data maintenance, follow-ups
• Faster response times and fewer things left sitting in day-to-day operations
• Clear priorities in product and digitalization initiatives, practical instead of overbuilt

How: modern No/Low-Code automation (including n8n, Make.com), combined with experience as a Managing Director and digital product lead. The tool is never the starting point – the question is always where a solution creates real value.

• Converts natural language into JQL using RAG and pgvector. Returns structured JSON with a query, chart spec, and plain-text answer. A two-stage router answers general questions without touching the JQL pipeline at all.
• Interchangeable LLM backends: Ollama, vLLM, Groq, Anthropic Claude, AWS Bedrock - switchable at runtime, no code changes. Self-healing JQL: on Jira validation failure, feeds error back to LLM, retries up to 4 times. OCI Vault for secrets. Deployed on Oracle Cloud A1 with GPU inference over Tailscale private network. Open source.

• Consulted for multiple coordinative work systems across products along the entire value stream
• Optimized connections between upstream (Innovation) and downstream (Supply Chain)
• Designed new and optimized existing work systems on coordinative and operational levels with connection to product portfolio level