IT TRANSFORMATION & DELIVERY
Turn IT Transformation into Action
A concept has been agreed, a delivery model designed or a transformation programme prepared. The next step is to turn it into a manageable implementation. I structure the programme launch, clarify responsibilities and governance, involve providers and global delivery units, and support the initiative through to completion or internal handover.
Programme Launch · Delivery Models · Providers · Transition · Global Delivery
How I Can Support
The following areas reflect typical assignments where I can provide support. Depending on the situation, I can accompany an initiative end to end or take responsibility for a clearly defined setup and implementation phase through to internal handover.
Launch Transformation Programmes
A target operating model or consulting outcome is already in place. I turn it into an executable programme structure, organise workstreams and dependencies, and establish clear decision paths. From the outset, I also consider how the programme can later be transitioned into the organisation.
Shape Delivery Models and Governance
Internal teams, providers or global delivery units need to work together differently. I clarify roles, interfaces and the retained organisation, and shape SLAs, KPIs and governance so they reflect how delivery actually works and enable effective management.
Select and Consolidate Providers
I support requirements definition and evaluation processes, assess different provider and delivery models, and evaluate their implications for responsibilities, organisation, manageability and actual delivery capability.
Lead Transitions and Build Global Delivery
I manage the transfer of knowledge and responsibility, integrate global delivery units, and support the setup or scaling of new delivery structures through to a stable launch.
I combine technical understanding with programme, delivery and provider experience. Where individual platforms require specialist implementation expertise, the appropriate experts are brought in.
Assess Providers – and Understand How They Work
A strong contract does not replace an organisation that can be effectively managed
Having worked in different roles at Atos and NTT DATA over many years, I know international IT service providers from the inside. I understand how proposals, pricing models, contracts and delivery models are developed – and what consequences they can have later for the client.
That is why I look beyond price and service commitments. What matters is whether the setup can be effectively managed in practice, whether responsibilities are clear, and whether the retained organisation has sufficient expertise and decision-making authority.
Practical Experience
These examples reflect experience from large international assignments. They do not define a minimum scale for a suitable engagement.
Scale Global Delivery in Vietnam
From around 30 to more than 150 people
Between 2020 and 2023, a delivery unit in Vietnam grew from around 30 to more than 150 people. I was responsible for the activities on the German side and worked closely with the local management team. This included forecasting and demand planning, integrating German projects, and supporting proposals and customer workshops. The unit covered development, testing, DevOps and platform capabilities and was deliberately evolved in line with changing customer requirements.
Transition More Than 30 Applications Fully Remotely
30+ Applications · Several Thousand Users · More Than 90% Delivery from India
During the pandemic, I was responsible for the fully remote transition of operations for more than 30 applications serving several thousand users at a southern German automotive manufacturer. The existing service was transferred from the incumbent provider and the delivery model was rebuilt from the ground up: more than 90% in India, complemented by a small new team in Romania. The project was completed on schedule and within budget. Functional and operational responsibility was deliberately transferred largely to India.
Design Practical Delivery and Contract Models
Resources · Services · Outcome-Oriented Models
In application management, transformation and provider proposals, I have contributed to resource-based, service-oriented and more outcome-oriented delivery and contract models. This has given me insight into different provider approaches and their implications for pricing, responsibilities and governance. The right model depends on the task, maturity and governance capability on both the client and provider side.
Let’s Talk About Your Project
Are you planning a programme launch, a new delivery model or a transition? Let’s discuss what needs to happen next and how I can support you.