Interim CEO for IT Service Providers

When the IT service provider misses its plan

Restructuring and commercial management of internal IT service providers, shared service centres and IT services companies owned by PE, corporate groups or the public sector.

Gain clarity on working together in 20 minYou need supportYou need a specific outcome

Situation

The service is right, the numbers are not: receivables pile up, contracts are negotiated but not drawn up, pricing and billing follow no model, roles are unclear and leadership is overloaded.

For whom

  • Investor or sponsor
  • Shareholders (state, municipality, corporate group)
  • Board of directors, supervisory board or group executive board

What I take on

I take over commercial and operational leadership: revenue planning, contract management, pricing, billing and receivables; service catalogue and chargeback; role model and leadership team.

What is in place in your situation after 30, 60 and 90 days

  1. Day 30Transparency on receivables and contracts

    Receivables, contract backlog and roles are transparent, escalation paths are decided.

  2. Day 60Management instruments take effect

    Receivables management, billing and leadership structure take effect; first payments and contract closings are visible.

  3. Day 90Organisation runs it itself

    Management instruments are running, leadership team and roles are filled; the organisation carries them on itself.

Services

Restructuring & commercial management

Deadline: Liquidity, value creation plan, reporting to investor or sponsor

Evidence

  • Receivables pushed from EUR 39 million to below 15% of the starting value; revenue planning, contract management and billing built; EVB-IT standards and price adjustments implementedITDZ Berlin, Interim Head of Division, approx. 120 employees, reporting to the executive board, 2025–2026

Shared services & chargeback

Deadline: Reorganisation, budget cycle

Evidence

  • Service catalogue with price list, SLAs and chargeback for a shared IT services centre with 72 employees; 187 SAP services bundledGazprom Germania, Interim CIO / Head of IT Shared Services Center, 2017–2018
  • Unjustified customer claims from 50% to below 10%; service catalogue as the basis for chargeback and pricingBertelsmann arvato, project lead IT governance, 2012–2014

Leadership & role model

Evidence

  • Role model condensed from 27 to 13 roles; 20 leadership assessments including developmentITDZ Berlin

Entrepreneurial responsibility, not just IT

Managing director

Seven years as managing director, majority shareholder and corporate officer of my own consulting company (2015–2022).

Operations manager

Four years as technical operations manager (COO) with 50 employees; revenue roughly quadrupled in two years.

CIO with P&L impact

CIO DACH/Benelux with 120 employees: total operating cost −35%, sites 23 → 16, payback of the implemented software after 14 months.

Case Studies

Let’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.

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