Introduce AI. Change how teams work. Build digital offerings. I connect the decisions with responsibility for delivery.
Strategy · Delivery · Adoption
What an open-ended task needs to become
01Basis for decisions
02Trial and delivery
03Accountable use
Introducing AI
Basis for decisionsApplications + roadmap
Weigh value, data and risks
Trial and deliveryPilot + review
Assess quality against real tasks
Accountable useRoles + approval
Clarify decisions and use
Processes and organisation
Basis for decisionsWorkflows + requirements
Understand needs and dependencies
Trial and deliveryAutomation + change
Change technology and collaboration
Accountable useTraining + handover
Embed knowledge and accountability
Digital platforms
Basis for decisionsBusiness model + product
Connect the offering and participants
Trial and deliveryDelivery + acceptance
Manage priorities, partners and quality
Accountable useRollout + operation
Organise ongoing use
Experience from delivery and use feeds back into the next decisions.
Typical outputs from my assignments. The task determines which are needed. Business teams, development and leadership work together across handovers.
Establishing AI in the organisation
Where is AI useful, where do we start and who decides? I develop strategy and roadmaps, support pilots and introduction. Governance is part of the work: clear accountability, results people can check and teams able to use the application.
Where does work stall, what can be automated and what needs to change in the organisation? I analyse processes, clarify requirements and work with the people involved on workflows, roles and handovers.
What makes a digital offering useful to people and viable for the business? I connect the business model, product design and technical delivery. As product owner, I manage priorities, development partners and acceptance.
As consultant, product owner or with interim operational responsibility. I am your point of contact. We agree the assignment, decision authority and reserved capacity, involving existing teams and additional specialists as needed.
Experience in responsible roles
Experience from company assignments, without identifying confidential clients.
Interim COO
Business and organisation
Reviewing business models and processes, building teams and partnerships, connecting operational decisions with business development.
Platforms and delivery
Management and implementation
Product design, supplier selection and product ownership in a group-wide platform programme. Coordinating delivery teams and rollout strategies.
Automation and change
Capability within the company
Product ownership, RPA training and building a centre of excellence. Supporting IT reorganisation and operational transitions.
Selected work
Company assignments and my own development work. The task, my contribution and the result.
One work, several languages and media: an editorial structure that stays clear on the website.
Components from implementation work
For recurring tasks, I bring components and structures from my development work and adapt them to the existing tools, data and processes.
Research with source references
Bring information from sources together and retain references and review status for subsequent work. The consulting example
Editing and approval
Connect sources, analyses and drafts in one workspace; associate review and approval with the relevant version. The editorial workspace
Text, audio and language versions
Maintain content in an editorial workspace and publish it through reusable components on a multilingual website. The published work
Design, adaptation and integration form part of the work together.
Approach
How I think about work
Team constellation over individual competence
Which perspectives does the task need? I bring teams together so that expertise, decision authority and collaboration fit.
In practice
In an AI project, I work with domain specialists to assess whether a result is useful. Decisions about priority and effort also need the people accountable for the project. I bring those perspectives together early.
Priorities, a shared backlog and clear acceptance. A good working rhythm makes progress visible. The method must fit the task.
In practice
In a service context, ongoing product work and automation initiatives needed to fit together. I clarified requirements with business teams and IT and prioritised implementation.
Good consulting leaves a team able to act. We transfer roles, knowledge and responsibility during the work.
In practice
When building an automation capability, I combined product ownership with training and establishing a centre of excellence. Responsibility for new initiatives needed a place within the organisation.
Who has access, who checks and who decides? Trust needs rules that work in daily practice and decisions people can trace.
In practice
During AI adoption, I work with business teams, management and the relevant specialists to establish what needs reviewing before use. Selecting an application and taking responsibility for its use belong together.
Understanding processes, designing structures, developing systems. I am interested in how people, tools and rules work together. A technical decision often changes the tasks and possibilities of the people involved.
Intellectual background
In Path Ethics I examine how agency, relationships and the continuing development of systems connect. These questions also inform how I approach organisations and technical decisions.
Which decisions can we make, and which options should stay open until we know more about use?
About
Profile
Consultant, product owner and interim COO. For more than 25 years I have connected digital business models, product development and organisational work in media, telecoms and platform ventures.
As head of Bundesblock’s Trusted AI working group, I work on trustworthy AI. My own development work and Pfadethik inform my perspective on technology and organisations.
MBA in Media Management (SMI/NYU Stern/SDA Bocconi). Certificate in Platform Strategies (MIT Sloan).