The most important trace is not the outcome, but the judgement that develops when you have guided an initiative through its critical phases. From over two decades of project practice: public administration, industry, transport and media. All names are anonymised for reasons of confidentiality.
From an eight-year mainframe replacement through process automation to AI platforms serving tens of thousands of users.
2023–2026 · 4 projects
The organisation's central GenAI platform: knowledge management chatbot, text assistant and controlling chatbot in a single system. Risk management was conducted independently of the project line, with direct reporting to the steering committee, including when findings were uncomfortable.
An AI chatbot providing information on several thousand occupations and nationwide data on training, education and study options. Independent risk management including risk analysis, measure tracking and direct reporting to the steering committee.
Development of an end-to-end digital user journey for young people navigating career choices, optimised through GenAI use cases. Focus: coordinated steering of multiple parallel delivery streams.
An ML solution that recognises, structures and transfers job postings from unstructured formats. Quality metrics were continuously monitored in alignment with team velocity. Delivered on time, through close quality assurance and consistent change management.
2018–2023 · 4 projects
A multi-stage initiative to optimise a central planning process. Stage 1: an IT solution for effective data management. Tasks: current-state process documentation in BPMN, identification of automation potential and delivery oversight.
Defining requirements and approach for future process automations and validating them through a pilot. The pilot was presented to senior management in a decision paper, as the basis for commissioning the implementation project.
Evaluation of how an automation project for a complex administrative process could be successfully structured. Based on an analysis of organisational obstacles, senior management was advised against proceeding, the right decision at the right time.
Feasibility assessment for the automation of decision-making processes in social law. Business rules were modelled in BPMN 2.0 and DMN 1.1 and tested in an execution environment. The study demonstrated both the value and the acceptance among business and IT.
1999–2011 · 2 projects
Co-lead of an eight-year transformation programme to replace a mainframe-based application landscape in a security-sensitive environment. Multiple leadership changes, cross-departmental conflicts and high complexity characterised the initiative. All components were delivered on time.
Development and implementation of a custom ERP system for an internationally active film rights trader. All business processes were analysed, optimised and controlled end-to-end via a workflow engine, with full accountability for cost, schedule, resources and sign-off.
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