Areas of Expertise

Starting situation: A business unit is being sold, its IT deeply entangled with group IT, the TSA countdown running. Every delay costs money and endangers the deal.

Approach: Assess separability, secure day-1 readiness, negotiate and exit transition services (TSA), build a stand-alone target operating model.

Outcome: 350m EUR carve-out rescued, serious disputes defused, stand-alone IT in operation.

Starting situation: Legacy ERP at its limit, the S/4HANA deadline looming, earlier attempts failed or stalled.

Approach: Scope and risk cut realistically, migration path defined, programme steered, operations and project kept functional in parallel.

Outcome: Productivity doubled, operating costs reduced, a predictable migration instead of an endless project.

Starting situation: Two IT worlds, duplicate systems, unclear synergies — and a window in which the integration value must be realised.

Approach: Integration plan with day-1 readiness, synergy roadmap, consolidation of applications and infrastructure, stabilisation of the organisation.

Outcome: Integration on plan, synergies realised, friction minimised.

Starting situation: Before an acquisition it is unclear what the target’s IT really costs — tech debt, security gaps, integration effort.

Approach: Technological assessment of infrastructure, tech debt, cybersecurity and data quality; risks and investment needs quantified.

Outcome: A solid basis for decisions before signing — no nasty surprises after closing.

Starting situation: IT does not answer how it increases enterprise value — shareholders and investors expect a robust plan through to exit.

Approach: Align the group IT strategy with value creation and exit goals: cloud-first, managed services, target operating model — accelerated by AI-supported strategy frameworks.

Outcome: Exit multiple expected to rise by +1.2–1.7 — PE-owned clinic group with over 120 sites and 80 entities.

Starting situation: Growth or the business is held back by an overwhelmed IT; trust in IT is damaged.

Approach: Root cause instead of treating symptoms, quick wins in 30–60 days, then structural rebuild and enablement of the organisation.

Outcome: Growth of > 40% p.a. unblocked, IT from bottleneck to enabler.

Starting situation: High operating costs, rigid infrastructure, lack of scalability.

Approach: A viable target cloud architecture, migration with judgement, cost and security governance.

Outcome: Operating costs −35%, greater scalability and security.

Starting situation: Digitalisation ambitions without a sound IT foundation and steering.

Approach: Align the digital strategy with business goals, modernise processes and platforms, bring the organisation along.

Outcome: Measurable productivity and process improvements.

Building a capable IT organisation with clear roles, processes and steering — from greenfield to realignment.

Substantial cost reduction without loss of service: contracts, licences, providers and architecture put to the test. Outcome incl.: 1.4m EUR/year saved.

Confident bridging of a CIO vacancy — or permanent part-time IT leadership (1–3 days/week) for companies that don’t need a full-time CIO.