02.07.2026 aktualisiert
verifiziert
Premiumkunde
100 % verfügbarInterim CIO & CTO | M&A | CarveOut | IPO | Ex SAP, Adevinta, mobile.de
Werder Havel, Deutschland
Weltweit
M.Sc. IT System EngineeringÜber mich
Als Übergangsführungskraft und Programmleiter für komplexe IT- und Tech-Transformationsvorhaben unterstütze ich Sie mit meiner Erfahrung führender europäischer Technologieunternehmen.
Skills
AI AgentsInnovationUser Experience (UX)Agile FührungGeschäftsführungDevOpsSkalierbarkeitInnovationsmanagementProjektmanagementPost-merger IntegrationsPRINCE2ScrumScaled Agile FrameworkCertified Scrum MasterCarve-Out
IT & Tech Carve-Outs, Transition Management and M&A
- IT and tech program leadership for carve-outs, IPO preparations, and post-merger integrations (sell-side & buy-side)
- Structured carve-out methodology: cross-system dependency analysis, TSA design for the transition phase, CapEx/OpEx optimization, migration program steering, hypercare support, closing retrospective
- Ensuring business continuity during the transition: cutover planning, Day-1 readiness, transitional services
- Merger & acquisition support for the integration of IT and engineering landscapes and departments
Leadership of complex Tech and IT migration programs
- Steering infrastructure and application migrations across multiple business units, locations, and service providers
- Cloud and Office 365 migrations, on-prem/cloud hybrid setups, ERP migrations
- Identifying and making dependencies transparent; aligning interfaces and project plans with involved teams, stakeholders, and executive management
- Optimization of one-time, license, operating, and personnel costs
IT & Tech Due Diligence and C-Level Stakeholder Management
- IT & tech due diligence of target companies and software solutions for PE/VC investors and strategic buyers
- Experience in the SME/mid-market and large-corporate environment
- Reporting to group CxOs as well as local management
- Communication bridge between technical teams and senior-management stakeholders
Organizational Development leveraging AI Efficiencies and IT & Tech Excellence
- AI-assisted development and business processes
- Scaling processes for UX research, design, product management, software engineering, test automation, IT security (SecOps), and operations (DevOps)
- Scaling approaches following the Scaled Agile Framework (SAFe) and Large-Scale Scrum (LeSS)
- Agile coaching for leadership, IT, and engineering teams
- ITIL and PRINCE2 certifications in agile environments
Erfahrung
Berufserfahrungmehr als 10 Jahre
Freelancer seit2022
Sprachen
DeutschMutterspracheEnglischverhandlungssicher
Projekthistorie
Client name and project specifics still under NDA. Subsidiary with a high three-digit FTE count and a nine-digit valuation.
Analysis of the IT system landscape and identification of dependencies on group IT for 100+ systems (infrastructure, ERP, finance applications, on-prem/cloud hybrid, office) across multiple business departments
Definition of an IT carve-out and transition strategy that meets both sale and IPO requirements while ensuring business continuity during the migration phase
Optimization of CapEx and OpEx for the migration phase, including one-time migration costs, ongoing license costs, and personnel costs for operations
Budgeting, initialization, monitoring, and risk management of ~30 migration projects with a seven-digit transformation budget
Design of Transition Service Agreements (TSAs) for the post-transaction transition phase through to full independence, including Day-1 readiness and cutover planning
Reporting to local company management, Group CIO, and Group CFO; interfacing with technical teams and service providers
Client: mid-sized software development company (C#, .NET, ~100 employees) for public-transport operators
PSI Transcom GmbH, a subsidiary of the PSI Group, was sold to a private equity investor. Commissioned by PSI Transcom's management, I led the carve-out program to achieve full operational and technical independence from the parent group.
Identification of all corporate functions and processes with dependencies on the parent group (engineering, IT, marketing, sales, compliance, support, and HR)
Management of project budgets, schedules, dependencies, and risks
Project lead for the introduction of Odoo as the new ERP for finance, HR, sales, and marketing, as well as integration with a new payroll provider
Project lead for fitting out the new corporate headquarters (floor plan, electrical, network, server rooms, corporate design, meeting-room hardware, service contracts, etc.), relocation, and introduction of a shared-desk concept
Introduction of a new corporate identity, including a new name and corporate design
Renegotiation of supplier contracts and formal re-registration of the company with the relevant authorities
Optimization and simplification of business processes together with department heads to increase efficiency
Client name and project specifics still under NDA. Subsidiary with a high three-digit FTE count and a nine-digit valuation.
To capture group-wide synergies, recurring patterns of various European online marketplaces had been centralized in prior years. As engineering program lead, my task was to decouple one of the largest marketplaces from those central services to achieve full technical independence in preparation for a potential future sale.
Facilitation of workshops and interviews with engineering teams, software architects, and product managers to identify dependencies on central software services (dependencies on roughly 40 of 70 services, e.g., image server, email dispatch, GDPR process, and similar)
Initialization of ~40 engineering projects to replace the centrally used services
Facilitation of workshops to break down complex engineering initiatives into smaller delivery packages and to clarify responsibilities and interfaces between engineering teams
Management of the seven-digit program budget, project progress, project risks, and dependencies
Reporting to the local and group CTO and to company management