From strategy to implementation

From Strategy to Implementation – Services at a Glance

From strategy to implementation, I support organizations in turning digital ambitions into measurable results. My consulting services combine strategy, technology and collaboration – bridging management and engineering, planning and delivery, business goals and real-world execution.

Successful digitalization is rarely a purely technical problem. It’s about clarity in direction, transparency in decisions and structures that enable teams to work together effectively. That’s where my work begins.

I focus on four core service areas that often interlock:

Agile Software Development & Delivery

Agility is key to acting quickly and effectively in the digital world. But agility only works when methods, architecture and collaboration are aligned.

I support teams and organizations in building and running agile delivery structures – from product discovery and backlog management to iterative development and release management. Depending on the context, this can mean working as a Scrum Master, agile coach or delivery consultant.

In my work I follow established practices from Scrum and Kanban (see e.g. Scrum Alliance or Agile Alliance), However, always adapt them to the reality of the respective company. Methods are tools to me, not dogmas.

The goal is always the same: stable delivery flow, better collaboration between business and IT and software that evolves in step with changing requirements – instead of getting stuck in overly rigid plans.

Digital Business Consulting

Digital business consulting means more than selecting tools or defining roadmaps. It’s about translating business goals into digital initiatives that can actually be delivered – and maintained.

I help organizations sharpen their digital strategy, define realistic priorities and design target pictures that make sense for both management and delivery teams. Together, we clarify where digital solutions create value, how they support the business model, and what it takes to bring them to life.

This can include work on digital business models, customer journeys, process design and transformation roadmaps – always with an eye on feasibility, stakeholder buy-in and long-term impact. Where it adds value, I draw on frameworks and concepts from strategy and innovation, such as business model thinking (inspired by approaches like the Business Model Canvas) and service design.

The result is not a slide deck that disappears in a drawer, but a clear, shared understanding of what needs to happen next – and how it connects to your existing organization.

Project & Product Management

Successful projects arise when strategy, technology and execution work seamlessly together.

I help organizations lead complex digital projects and products from concept to result: clarifying scope, aligning stakeholders, setting up governance and ensuring that decisions remain connected to the original goals.

In digital environments with multiple teams, suppliers and dependencies, I act as a bridge between management, product and engineering – making sure that plans are realistic, risks are visible and progress is transparent. This often includes working with scaled setups and frameworks such as Scaled Agile Framework (SAFe), always pragmatically and adapted to the context, not “by the book”.

Whether it’s a new platform, a marketplace or an internal business system: the focus is on delivery that holds up under real-world conditions.

Organizational Development & Agility

Change becomes sustainable when people, structures and goals are aligned around a common direction.

I support organizations in building structures that enable agile collaboration instead of blocking it: clear responsibilities, manageable interfaces and frameworks that teams can actually work with.

This can include agile transitions, role definitions, cross-team collaboration models or the development of leadership practices that support iterative, learning-oriented work. Here I combine experience from digital projects with impulses from organizational development and modern leadership approaches (e.g., as discussed by initiatives such as Lean.org).

The focus is always on practical, realistic steps – not abstract blueprints. Small, well-placed changes often have more impact than big, top-down transformation programmes.

Across all these services, my role is to build bridges: between business and IT, strategy and implementation, teams and leadership. Whether you’re redesigning digital services, scaling agile delivery or stabilizing a complex project, I bring experience, structure and a clear external perspective – so that digital initiatives don’t just start well, but also land well.