Software as a Service Experts in Munich

Carve-out and post-merger integration of two automotive engineering companies under Accursia Capital, 6 locations in Germany and Spain, 250+ employees after the carve-out. Reporting directly to the investor, with overall IT responsibility for both companies.

• Consolidation of the ERP landscape into one instance (replacement of SAP legacy)
• TISAX certification
• M365, identity and data center migration
• Replacement of end-of-life infrastructure
• Weekly investor reporting

Results:

• Critical infrastructure risk eliminated, backup and platform stabilized
• One IT organization established for both companies
• Weekly investor reporting successfully established

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

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

• IT Sourcing & Carve-out: RFP management for IT client hardware and services as part of the Rheinmetall carve-out.
• Contract Management: Drafting of MSAs and SOWs taking into account AVB, BVB and LSA as well as Service Delivery Contracts.
• Vendor Transition: Strategic transition management to replace legacy contracts and establish new supplier relationships.
• SaaS Procurement: Negotiation of SaaS license agreements based on TCO and cost-effectiveness analyses.
• KPI: On-time transition of all 12 global group contracts, achieving 18 % cost savings on the IT hardware basket and 20 % cost avoidance for SaaS licenses – measured against the critical carve-out project plan and achieved through structured transition management.

• Concept, interaction and UX for XR experiences for the automotive industry
• Optimizing XR experiences
• Building experiences with AI

• 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.

GTM Services

As a coach, mentor, salesperson, networker and project manager, I support individuals and organizations in achieving their goals.

• IT solution (Interim Marketing and Product Portfolio Manager DACH): Established the brand as the market leader for automated proctoring solutions; built key influencers in higher education and corporate learning; built a sales pipeline and a targeted lead generation process; delivered all online and offline media; developed a PR strategy for regular and crisis communications
• IT solution (e-ID platform provider): Market and potential analysis and business plan assessment for the DACH region; target group segmentation; translated requirements for product management; generated initial pilot projects; developed targeted messaging; PR strategy for special-interest media
• IT solution (mid-sized partner for a leading CRM solution): Analyzed market potential in DACH; developed the business plan and repositioned the company; built lead generation; doubled revenue within two years by integrating marketing and sales
• Energy (Marketing and Product Portfolio Consultant for an investment company with more than 200 investments): Developed a concept to market different service companies under one umbrella brand; delivered an event concept for the annual group meeting; advised on the selection of an advertising agency
• Furniture (Product and Marketing Manager for a mid-sized Italian furniture manufacturer): Market potential analysis and risk assessment for DACH; defined the revenue plan for Germany and Austria; developed the Go2Market strategy; positioned the brand in the upper mid-price segment; won the first specialist retailers and end-customer projects; developed the brand story, corporate design, and communication materials
• IT solution (Interim Marketing and Product Manager DACH for an electronic signature portal): Launched the solution; formulated key messages for lead generation; defined value propositions by industry and target group; delivered online activities and a trade fair concept; won the first pilot customers and built the sales pipeline
• IT solution (Interim Marketing Director and Product Management for a mid-sized ITSM consultancy): Repositioned the company; established it as a relevant partner for large corporations; built lead generation and aligned sales and marketing; built the sales pipeline; connected licensing and professional services; developed a PR strategy; increased revenue from 2.5 million to approx. 18 million after 4 years

• Managed the successful overall Trial and Commercial deployment of OpenRAN technology and swap-out of legacy SRAN for 2 mobile network operators in Germany.
• End-to-End Project life cycle governance and coordination of multiple Workstream leads i.e. Operations, Performance, Site Solution Management, Design, SW Delivery, Integration & Implementation, OSS Tools, 3rd-party Resource Support.
• Project planning to cover major milestones by delivering roadmap alignment in compliance with the German Network Regulatory Agency (BNetzA), as a vendor.
• Provided pre/post-Sales support to the Accounts Team for RfP/RfQ submissions.

• Implemented optimized management control and PowerBI solutions for the Power and Gas departments
• Perform a value chain analysis and create a business case with three scenarios and a value creation roadmap

Service provider: technical documentation, translations, training, consulting activities D-A-CH Focus on automotive, mechanical engineering, medical devices (LifeSciences) SMB, key accounts (all automotive OEMs) Sales strategy, marketing, pricing Operational sales activities

• Led a 16-person finance and accounting organization during a restructuring phase; strengthened closing discipline, financial control, cash transparency and accountability.
• Supported cost programs with approximately €2 Mio. in annual savings; established regular KPI reviews for P&L, working capital, POC and cash topics.
• Responsible for monthly, quarterly and annual closing under HGB/IFRS, management/group reporting, audit, tax and GoBD compliance.
• Finance automation with clear business benefits: 13-week liquidity planning, cash flow reporting, P&L versus plan, variance analysis and bank reconciliation; reduced manual work by 40–60 %.
• Improved accounts payable processes through OCR-supported invoice processing and three-way matching with exception handling.
• Sparring partner to management on restructuring, liquidity, working capital, risks and process simplification.

• AI-native B2B SaaS for freelancer sourcing; DACH market.*

• Enterprise partnerships across four industries: structured and closed multi-stakeholder deals with Telefónica (Telco), Emma Matratzen (Retail), Nürnberger Versicherungen and Flatex (Financial Services), Hubert Burda Media and Serviceplan Gruppe (Media).

• Revenue and growth: scaled FRATCH from €0 to €3.8M annual GMV, with ~80% of revenue sourced from founder-led direct outreach and partner relationships.

• Channel partnerships: sold FRATCH as a SaaS solution to recruiting firms (e.g., YER) — built the partner-enabled motion alongside direct enterprise sales.

• Team build: scaled FRATCH from solo founder to a team of 7 across engineering, product design, operations, and supply outreach.

• Proprietary network asset: onboarded 15,000+ freelancers as registered users — the proprietary DACH network powering FRATCH's matching.

• Built and launched FRATCH GPT (fratch.io/gpt): a production conversational AI agent. Architected the full stack — LLM orchestration, embeddings, re-ranking — with hands-on involvement in technical design and execution.

• GTM build: owned the full go-to-market stack — outbound, LinkedIn (organic + paid), content, and sales enablement.

Independent product design practice supporting startups and growing companies with enterprise SaaS, workflow architecture, product strategy, and AI-enabled product development.

• Deliver end-to-end product design for digital products, websites, and SaaS platforms, combining product thinking, UX, visual design, and implementation.
• Apply AI throughout the product lifecycle—from research, synthesis, information architecture, and prototyping to development, SEO, and content strategy.
• Design and build production-ready digital products using AI-assisted workflows, enabling significantly faster iteration and delivery.
• Advise founders and businesses on product positioning, UX strategy, and digital transformation.

• Modernization of a large-scale Java enterprise application*

The project is modernizing a complex enterprise application that has grown over many years. The existing Spring-based legacy system runs on Java 8, OSGi, and Eclipse RCP and is being gradually migrated to a modern, maintainable architecture with Java 25 and Quarkus.

Marcus works on analysis, architecture, refactoring, and implementation. One focus is on untangling historically grown structures and dependencies and on building a clean, sustainable Java and Quarkus technology stack.

Tools & technologies: Java 8, Java 25, Quarkus, Hibernate ORM with Panache, EclipseLink, OSGi, Eclipse RCP, Maven, JUnit, Mockito, REST, JSON, Git, Eclipse IDE, IntelliJ IDEA Ultimate, Jira, Confluence