Primarily small and medium-sized enterprises looking to implement IT or transformation initiatives in a structured way. Industry is secondary – what matters is a concrete initiative and the willingness to set it up properly together.

The focus is not on pre-made solutions, but on the interface between business and IT. This is where most misunderstandings arise. Requirements clarification, project management, and change management are bundled into a single role, which reduces coordination overhead and anchors responsibility clearly.

Regardless of the service area – whether Requirements Management, Project Management, or PMO & Coaching – every initiative follows a clear approach: Analysis of requirements and framework conditions, followed by planning of structure, responsibilities, and milestones, and then controlled implementation with a focus on stable outcomes. This creates a consistent, coherent thread from the initial clarification to successful completion.

Through clarity in requirements, transparent project organization, open risk communication, and a willingness to regularly question the status quo. The goal is not acceptance – but sustainable benefit for your company.

Yes. Many projects gain stability precisely when clarity is established regarding requirements, roles, and communication channels in the middle of an ongoing phase. The best time for collaboration is when the need for action is recognized – not earlier, not later. In such situations, collaboration begins with an honest assessment of the current situation – without assigning blame – and from there creates a new, stable foundation.

That’s the standard case – whether IT teams, business units, an existing PMO, or internal project managers. Collaboration doesn’t happen in parallel to existing structures, but alongside them. Existing strengths are leveraged, and structure is introduced where it’s lacking – with the goal that the organization continues to benefit sustainably even after the project is completed.

Both are possible and will be coordinated on a project-specific basis. I am happy to be on-site for workshops, kick-off meetings, and critical project phases. For ongoing project management, I generally work in a hybrid model – focused remote work often allows for a higher cadence and efficiency, saves travel time and costs, and in practice has no impact on the quality of the collaboration.

Based in Kassel (Germany), I support organizations regardless of location.

An honest picture of the situation – what has worked so far and what hasn’t. Existing documents and records are valuable, but don’t need to be specially prepared. Anything that’s still missing will emerge during the process.

It depends on the initiative. Generally speaking, the time invested in a thorough requirements clarification and alignment at the start pays off many times over in later project phases. Meetings are prepared, focused, and results-oriented – so that your internal workload remains as low as possible.

Billing is transparent and based on daily rates, depending on the scope and complexity of the project. The specific terms will be defined in a personal conversation and documented in a clear proposal.