Results & Case Studies

Measured by impact

All mandates and projects since 2005 with their results, ten cases as detailed case studies.

Value contribution in numbers
  • Receivables reduced from EUR 39 million to < 15%
  • ≈ EUR 8.5m cost-reduction and double-charging potential identified
  • Exit multiple +1.2–1.7 (forecast)
  • Operating cost −35%
Scope of responsibility
  • up to 400+ employees
  • EUR 150 million IT budget
  • 14+ countries
Crisis

IT turnaround

Automotive supplier, PE-owned

Dynamics 365 Business Central live by Day 1; M365 rollout from dead end to home stretch; trust restored between management, IT leadership and team; IT target picture, service catalogue/SLA and IT governance framework established

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Crisis

ERP/CRM implementation

Corporate coworking, PE-owned

Dynamics 365 (Business Central / CE) in 5 instead of 12 months; partial go-live P2P/O2C/H2R; KPMG as partner with SLA and penalties; headcount growth avoided; IT expansion 3+1 → 7+1 planned

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Starting situation and industry at a glance

Find your starting situation and your industry: the matrix shows where I have already led comparable situations – with organisation and focus.

Healthcare & social services

Transaction
  • ARTEMIS (exit readiness)
  • Oberlinhaus (IT due diligence merger)
  • Ranova (roll-up)
Crisis
  • ARTEMIS (security maturity after cyber incident)
Deadline & Regulation
  • ARTEMIS (NIS2 requirements)
  • Oberlinhaus (AI strategy, Copilot)
  • Justizvollzugskrankenhaus NRW (teleradiology, RIS/PACS)
Vacancy & Build-up
  • Oberlinhaus (interim CIO fractional)
  • ARTEMIS (CIO vacancy)
  • Diakonie-Klinikum (interim CIO, refilling)
  • UKM (operating model)
  • Bayerisches Rotes Kreuz (DMS/ECM decision paper)
  • ias Group (Group CIO)

Pharma

Transaction
  • Recipharm (carve-out)
  • Alliance Healthcare (post-merger integration)
  • Altana Pharma (post-merger harmonisation)
Crisis
  • Alliance Healthcare (operational stabilisation, major incidents 18 → 1)
Deadline & Regulation
  • Alliance Healthcare (KRITIS, GxP/SOX, data-centre exit deadline)
  • Bayer Schering (consolidation of 30+ data centres)
Vacancy & Build-up
  • Altana Pharma (outsourcing RFP)
Interim CEO for IT Service Providers
  • Bayer Business Services (IT Service Management)

Mechanical & plant engineering

Transaction
  • Kelvion (exit analysis)
  • Ampleon (carve-out review)
Crisis
  • Kelvion (IT operations turnaround)
Vacancy & Build-up
  • Kelvion (vacancy bridging)
  • Kaba (IT assessment 38 units)
Interim CEO for IT Service Providers
  • BASF IT Services (service catalogue, SLA reporting)

Automotive

Crisis
  • Utsch (rescue of ERP/M365 rollout)
  • Daimler (turnaround of HQ IT order control centre)
Deadline & Regulation
  • Dräxlmaier (S/4HANA rollout)
  • BMW (IT consolidation programme)
Vacancy & Build-up
  • Utsch (fractional)
Interim CEO for IT Service Providers
  • Hüngsberg (automotive software, permanent role)

Software / IT

Transaction
  • Software AG / Cinven (PE due diligence)
Crisis
  • TeamViewer (IT turnaround)
Deadline & Regulation
  • TeamViewer (ISO 27001 target picture)
Vacancy & Build-up
  • TeamViewer (handover to internal successors)
  • Occhio (interim CIO initial phase)

Public-sector IT service providers

Crisis
  • ITDZ Berlin (restructuring)
Interim CEO for IT Service Providers
  • ITDZ Berlin (restructuring of IT service provider)
  • Mark-E / IDG (internal IT service provider)

Energy

Transaction
  • Gazprom Germania (PMI WINGAS in the PMO)
Deadline & Regulation
  • Gazprom Germania (SAP R/3 to S/4HANA)
Vacancy & Build-up
  • Gazprom Germania 2016 (service management vacancy)
  • Stadtwerke Bielefeld (service and contract structure)
Interim CEO for IT Service Providers
  • Gazprom Germania (shared services centre)

Transport & logistics

Transaction
  • Alliance Healthcare (post-merger integration)
Deadline & Regulation
  • Alliance Healthcare (KRITIS, GxP/SOX, data-centre exit deadline)
Vacancy & Build-up
  • Rickmers (IT strategy)
  • DKSH (IT rightsizing Asia)

Media & telecommunications

Vacancy & Build-up
  • Deutsche Telekom / DeTeImmobilien (IT strategy, controlling)
Interim CEO for IT Service Providers
  • Bertelsmann arvato (shared services, chargeback)

Real estate & building technology

Transaction
  • Carrier (carve-out, TSA exit)
Crisis
  • Design Offices (ERP/CRM implementation in 5 instead of 12 months)
Deadline & Regulation
  • Carrier (S/4HANA, 17 ERP systems)
Vacancy & Build-up
  • Carrier (IT organisation, TOM)
  • Deutsche Telekom / DeTeImmobilien (IT strategy, controlling)

Food & retail

Deadline & Regulation
  • Schwartauer Werke / Hero (SAP consolidation DE/CZ)
Vacancy & Build-up
  • Lidl (IT value contribution, IT scorecard)

Security & staffing services

Transaction
  • ABLE Group / FERCHAU (IT risk due diligence, Day-One integration model)
Vacancy & Build-up
  • Securitas (CIO DACH/Benelux)

Organisations from 35 mandates and projects; details per situation via the sub-heading, per case in the case studies.

All results 2005–2026

All interim mandates and consulting projects from the CV (as of 10/2026) with the key result; 8 mandates for PE portfolio companies. Where a case study exists, it is linked.

2025–2026

ITDZ Berlin

Public-sector IT service provider, ≈ 2,000 employees

Interim Head of Division · Turnaround and restructuring

Receivables EUR 39 million to < 15% of the starting value; role model 27 → 13 roles, 20 leadership assessments; revenue planning, contract management and billing established; major incident process and board reporting handed over

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2025–2026PE

ARTEMIS

Eye clinics, ≈ 1,700 employees

Interim CIO (fractional) · Exit readiness, IT strategy, security maturity

Exit multiple +1.2–1.7 (forecast); due-diligence-ready IT strategy 2026–2029 for 140 sites; cost transparency across ≈ 500 vendors (≈ EUR 3.3m/year), ≈ 20% savings potential; 9 practice management systems prepared for one target platform; security roadmap after cyber incident (NIST CSF 2.0, NIS2, ISO 27001)

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2025–2026

Oberlinhaus

Health, education, inclusion, ≈ 2,300 employees

Interim CIO (fractional) and advisor to the board · IT strategy, IT due diligence, AI strategy

IT strategy 2026–2029 approved (11/2025); IT due diligence for the merger with 28 IT risks; digitalisation launched with 19 action areas; AI strategy with 15 projects in 3 waves, M365 Copilot (200 licences); IT cost transparency across all entities

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2025

Carrier CCR

Building technology / refrigeration, ≈ 4,000 users

Interim CIO · Carve-out to a foreign buyer, TSA exit, S/4HANA

TSA exit across 8 workstreams: ≈ 4,000 users migrated, 474 applications dispositioned, 3 data centres exited; S/4HANA platform for 17 ERP systems built; IT organisation (TOM, 39 processes), capacity +60% at −8% personnel costs; ≈ EUR 2m cost reduction and ≈ EUR 6.5m double charging identified

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2024PE

Utsch

Automotive supplier, ≈ 5,000 employees

Interim CIO (fractional) · Rescue of ERP/M365 rollout, IT turnaround

Dynamics 365 Business Central live by Day 1; M365 rollout from dead end to home stretch; trust restored between management, IT leadership and team; IT target picture, service catalogue/SLA and IT governance framework established

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2023–2024PE

Recipharm

Pharma CDMO, ≈ 9,000 employees

Interim CIO IT carve-out · Carve-out, TSA

Day-zero functionality of all critical business functions across 8 sites in 4 countries (≈ 140 applications); MTA and TSA (6–9 months) negotiated, 91 closure items delivered; handover to the buyer's IT 09/2024

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2023

Alliance Healthcare Deutschland

Pharmaceutical wholesale, critical infrastructure, ≈ 2,400 employees

Interim Head of IT Operations · Post-merger integration, data-centre exit

Major incidents 18 → 1 per quarter, KRITIS outages to 0; Stuttgart data centre exit by the 31.07.2023 deadline, MSP selected from 52 providers (≈ USD 2.7m), ≈ 20 applications migrated; target operating model for the merged IT; ITSM on BMC Helix

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2019PE

Software AG / Cinven

Software

Technology executive · PE due diligence

Technological assessment for the investor

2018–2019PE

Design Offices

Corporate coworking / real estate, ≈ 500 employees

Interim CTO · ERP/CRM implementation

Dynamics 365 (Business Central / CE) in 5 instead of 12 months; partial go-live P2P/O2C/H2R; KPMG as partner with SLA and penalties; headcount growth avoided; IT expansion 3+1 → 7+1 planned

Read case study
2018PE

Occhio

Lighting / design

Interim CIO (initial phase) · IT leadership

Initial phase supported

2017–2018

Gazprom Germania

Energy

Interim CIO / Head of IT Shared Services Center · Shared services, SAP S/4HANA

SAP R/3 consolidated onto S/4HANA; TOM, roadmap and controlling of the IT SSC (SLAs, service catalogue, chargeback); 187 SAP services bundled; IT budget 2019 and ROI prioritisation; escalation with infrastructure provider settled

2017–2018PE

Kelvion

Industrial heat exchangers, ≈ 4,500 employees

Interim CIO (vacancy bridging) · Exit analysis, IT operations turnaround

IT operations turnaround with stable operations, SIAM introduced, global service desk (ServiceNow) live 01.04.2018; “Quo Vadis IT”: 170 findings and 10 action areas in 8 working days; handover to the new CIO

2017

Dräxlmaier

Automotive supplier

Consulting · Findings analysis of infrastructure IT during the S/4HANA rollout

8 problem areas, 40+ evidenced findings in infrastructure IT; courses of action for the new CIO

2017

Stadtwerke Bielefeld

Energy / utilities

Consulting · IT service and contract structure

Master agreement, SLA, service sheets

2017

Bayerisches Rotes Kreuz

Health and social services, 26 sites

Consulting · Document and contract management (DMS/ECM)

Status quo analysis, requirements specification and decision paper for DMS/ECM

2016

Gazprom Germania

Energy

Interim head of service management (vacancy bridging) · Service catalogue, chargeback, PMO

Service catalogue with 65 services and chargeback; 12 contracts renegotiated; PMO and project portfolio (30+ projects, incl. PMI WINGAS)

2016

Rickmers

Shipping / logistics, 23 branches

Consulting · IT strategy workshop

Prioritised IT fields of action

2015–2016PE

TeamViewer

Software, ≈ 700 employees

Interim CIO · IT turnaround

Growth of > 40% p.a. unlocked through automated delivery and invoicing; major incidents 8 → 0; 65 action areas delivered; security/BCM programme targeting ISO 27001; IT maturity aligned from 53% to ≥ 70%

2015

Ampleon

Semiconductors (carve-out from NXP)

Consulting · Review of the carve-out IT strategy

TSA exit budget from ≈ USD 8m to 5m; cloud-first target architecture and target organisation

2014–2015

BMW

Automotive

Consulting · Audit and early-warning framework for the IT consolidation programme

344 checkpoints and 46 KPIs across 11 IT domains for group audit

2013–2016

Ranova

Radiology practice network, ≈ 250 employees

Interim CIO / IT manager · IT merger, roll-up, transition to external services

Transition of the network IT to external services (RIS/PACS ≈ EUR 1m, WAN, data centre), tender to 9 bidders; integration time for new sites halved, IT landscape standardised

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2013–2014

Justizvollzugskrankenhaus NRW

Healthcare

Consulting · Teleradiology, RIS/PACS tender

Emergency diagnosis time from weeks to under 30 minutes; procurement-compliant RIS/PACS tender and cooperation agreement

2013

Lidl

Retail

Consulting · Value contribution of IT, IT scorecard

IT scorecard

2012–2015

Schwartauer Werke / Hero

Food

Consulting · Group IT strategy, IT cost transparency, SAP consolidation DE/CZ

SAP consolidation

2012–2014

Bertelsmann arvato

Media

Project lead IT governance · Shared services, service catalogue, chargeback

Unjustified customer claims 50% → < 10%; fragmentation of order execution halved; IT service catalogue (release V1.0) and role model with 48 roles for ≈ 200 IT staff

2012

Diakonie-Klinikum Schwäbisch Hall

Healthcare

Interim CIO · Hospital IT review, refilling the head of IT position

Risk portfolio, data-centre outsourcing review

2012

ABLE Group / FERCHAU

Engineering services

Consulting · IT risk due diligence, Day-One integration model

Integration model

2011–2012

UK Aachen

University hospital, ≈ 4,500 employees

Consulting · Analysis phase of the administrative reorganisation

30 focus interviews, quick wins and implications for the master plan

2009–2011

UKM – Universitätsklinikum Münster

University hospital

Consulting · Operating model for 40 units in 15 clinics, healthcare IT governance

Operating model, detailed planning of the outpatient centre

2010

Kliniken Köln

Healthcare

Consulting · Workflow optimisation of the central emergency department

Optimised workflows

2009

Kaba

Security technology

Consulting · IT assessment across 38 units worldwide

Basis of the IT strategy

2008–2011

Daimler

Automotive

Consulting · Turnaround of the HQ IT order control centre, programme management, shared retail services

Transition to shared retail services

2008–2009

Mark-E / IDG

Energy

Consulting · Positioning and working model of the internal IT service provider

Working model

2008

DKSH

Trade / services, Asia

Consulting · IT rightsizing across 14 country IT units

Target operating model

2007

Altana Pharma / Nycomed

Pharma

Consulting · Outsourcing RFP for IT infrastructure, post-merger harmonisation

RFP and harmonisation

2007

BASF IT Services

Chemicals / IT service provider

Consulting · Service catalogue, SLA reporting

Service catalogue

2007

Deutsche Telekom / DeTeImmobilien

Telecommunications / real estate

Consulting · IT controlling, project portfolio, IT strategy, overall architecture

IT strategy and architecture

2005–2006

Bayer Schering / Schering

Pharma

Project management · Consolidation of 30+ data centres worldwide

Data-centre consolidation

–

Bayer Business Services

Pharma / IT service provider

Consulting · IT service management

ITSM

–

Klinikum Darmstadt

Healthcare

Consulting · Process optimisation

Optimised processes

Client testimonials

We have never had tools like these …

Executive board · ITDZ Berlin · restructuring of IT service provider, 2025–2026

Even in that short time, you could already tell Frank was there

Leadership circle · ITDZ Berlin · restructuring of IT service provider, 2025–2026

I think this was really good job done very quickly, very rapidly and very intensely

Management · ARTEMIS eye clinics (PE-owned) · exit readiness, 2025–2026

… I'll be very happy to work with you again on other projects

Management · ARTEMIS eye clinics (PE-owned) · exit readiness, 2025–2026

Congratulations and many thanks

Programme lead · Recipharm (PE-owned) · carve-out, 2023–2024

Thank you for the great work, Frank. It was a pleasure working with you.

Client · Recipharm (PE-owned) · carve-out, 2023–2024

… Your passion to drive things forward was admirable …

Management · Alliance Healthcare Germany · post-merger integration, 2023

… recommend him as a highly competent and committed professional who not only has in-depth technical knowledge but also the ability to successfully tackle transformations at all levels …

Management · Alliance Healthcare Germany · post-merger integration, 2023

Farewell gift with quotes and signatures from the entire IT team

IT team · TeamViewer · IT turnaround, 2015–2016

… an exceptionally broad, interdisciplinary range of expertise and experience … came to know him as a strong communicator and a highly structured personality, effective in every organisational area of the hospital …

Management · Justizvollzugskrankenhaus NRW · teleradiology, 2013–2014

… was able to demonstrate significant results (outcome) in a remarkably short time … substantial contribution to the development of our company …

Management · Securitas · CIO DACH/Benelux, 2004–2006

Organisations served

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