About Me

• 2008–2015: Employee track – from working student (isee newmedia) to IT consultant (Information Desire) to interim manager (GH Haustechnik). Focus: project management, process design, requirement engineering
• 2015–2019: Parallel independent consultant roles at EPOTECH AG, Pharmalex, SCC Scientific Consulting, Finest Address, Zarges – Senior Partner, Inhouse Consultant, Chief Process Officer
• 2016–Today (10 years): Partner at Information Desire Software – requirement engineering, interface specification, and system customization for Projectile (ERP/PM). Based on my master thesis (HOAI), the industry solution Projectile-HOAI was developed
• 2017–2021: TÜV Rheinland Consulting – 4 years as inhouse consultant across branches
• 2019–Today (7 years): PD – Berater der öffentlichen Hand – External project management, program management, large-scale digital projects
• 2018–2025: Continuous inhouse consulting at Ramboll and SCC Scientific Consulting – Data and process migration during corporate mergers

• SCC / Ramboll (2018–2025): Supporting the merger: system consolidation, data harmonization, process alignment between corporate cultures and IT landscapes
• Pharmalex (2016–2019): Multiple expansion projects with data migrations to national and international branches (India, Spain). Focus: data quality, interfaces (Salesforce, DATEV, Diamant, Rex)
• Information Desire (10 years): Countless interfaces specified, tested, and brought to production – primarily via REST API, partly through shadow tables
• Current: ERP tender and pre-project – fit-to-standard strategy, data migration, process design for system implementation

The result: 10+ years at the interface – in both senses: between business departments and IT, and between systems. Requirement engineering and interface specification are my daily craft.

I don’t come with answers, I ask questions – so your team finds the answers themselves and actually implements them.

I don’t like buzzwords – I speak concretely: processes, data, roles, costs, timelines.

I bring structure – clear project framework, clear decision points, regular reviews.

I say when I don’t know – better to admit it than to give bad advice.

I like it when things get uncomfortable – the most valuable projects are the ones where I ask uncomfortable questions.

• Who brings structure when chaos arises
• Who demands decisions when discussions stall
• Who sets priorities when too much is on the table
• Who keeps an eye on the budget
• Who ensures things are seen through to completion

1. Teams that are honest: They know where the problems are and say so. Then we can work together on what needs to be done.
2. Companies with a sense of reality: Your goal is not to buy the latest technology, but for something to actually work – in daily operations.
3. Leaders who want to understand their teams and processes: Who ask “Why are we doing it this way?” and are prepared to hear uncomfortable answers.

And: I do not work with companies where I do not believe in the project. That is not a special trait – it is professional self-respect.

I work solo. That is transparent and has advantages (short decision paths, one point of contact, no agency overhead). But I understand the risk.

I have a concept for that:

1. Specialized network: 3–4 sub-consultants who know my working methods
2. Documentation & handover: Every project is thoroughly documented
3. Deputy model: For projects >16 weeks, always a backup
4. Co-consultant: For projects >50k, a partner from my network

In 10 years of solo practice: 0 projects canceled due to unavailability. 100% of handovers documented. 3 projects with co-consultant.