TSA exit after carve-out
Building technology / refrigeration
≈ 4,000 users migrated
Read case studyTransaktion · Vakanz & Aufbau
IT due diligence and IT strategy
Group for health, education and inclusion; merger with an equally sized competitor planned
- Company
- ≈ 2,300 employees
- Role
- Interim CIO and advisor to the board (fractional, 2–2.5 days per week)
- Responsibility
- approx. 12 employees; decision authority up to EUR 100k; reporting to the executive board
- Scope
- > 60 sites; 14 individual companies
- Period
- 2025–2026
2026–2029
IT strategy 2026–2029 approved by the management conference (11/2025)
28
28 IT risks for the merger documented
15
AI strategy with 15 projects; 19 fields of action started
Starting point
IT as a cost, risk and disruption factor
No group-wide strategy, no cost transparency; central IT without authority over 14 companies.
Merger risks barely assessed
Existing IT due diligence not robust; cost and transferability of the own IT unknown.
Church data protection law
DSG-EKD restricts cloud use; approx. 12 IT employees for ≈ 2,300 staff.
Objectives
- Group IT strategy 2026–2029
- IT due diligence for the planned merger
- Start of digitalisation across 60 sites and 14 companies
Measures
- Listen-and-learn tour with IT satisfaction survey and status report to the board
- IT cost transparency and book consolidation across all group companies
- IT due diligence: 28 IT risks documented, integration risk assessed
- Target organisation: IT governance with veto right, ≥ 70% of IT budgets centralised, operating model 2027
- AI strategy from 47 business processes; Microsoft 365 Copilot (200 licences) rolled out
Decisive turning point: Target organisation with IT governance veto right and ≥ 70% of IT budgets centralised – approved by the management conference.
How I proceed
- Day 30Ability to act and decide
Situation, risks and decision papers are on the table; the first decisions have been taken.
- Day 60Stabilisation and alignment
Operations are stable, governance and reporting are running, the target picture is agreed.
- Day 90Ability to transform
Organisation, plan and budget carry the implementation; it runs in phases with accepted outcomes.
More case studies
Sell-side carve-out
Pharma CDMO, PE-owned
Day zero across 8 sites
Read case studyLet’s talk.
The simplest route to a conversation is the best one. A call, an email or a meeting – and in 20 minutes we’ll know whether and how I can help.