Client work
See what changed—and how.
Connecting legacy systems. Building a new venture. Helping a leader build on what already works.
Different situations call for different support. Here is what that looked like in practice.
Explore the cases
Ford Credit
A team for the complexity between systems.
An international group of experts was building a simpler way to work across legacy IT systems. I helped them establish the trust, feedback rhythm and customer reporting to develop it together.
My role: Project management, Scrum Master support and team coaching, working with Xolvio and Apollo on the Ford Credit project.
From working software to user feedback
Xolvio's technical team built the visual editor and integration system using Apollo and GraphQL. Technical and non-technical users tried working increments while the editor was being developed. Their feedback shaped what the team built next.
Through one-to-one conversations and practical team support, I helped establish a trusted environment for experimentation and a sprint rhythm the experts could operate, alongside reporting that met the customer's needs.
Read the full caseClose the case: Ford Credit
Different systems hold different parts of a customer's information. Connecting them can mean repeatedly translating interfaces and data formats before a new customer-facing workflow can work.
Xolvio's technical team built a visual interface based on events and data flows, using Apollo and GraphQL. It let users request information from configured sources without having to know where every piece was held or how its format differed.
The project brought together specialists from different countries. My responsibility was supporting the people delivering the system: one-to-one conversations, team coaching and project management helped create a trusted, non-judgmental environment where experimentation could happen.
Technical and non-technical users tried the developing system throughout the sprints. The team demonstrated working increments, learned from feedback and extended the visual editor as it went. By the end of my involvement, the experts had an established team structure and sprint rhythm they could operate, alongside customer reporting.
SWIAT
Building the teams behind a cross-bank platform.
SWIAT, a venture from DekaBank, brought together blockchain specialists to develop shared infrastructure for competing banks. I helped establish a culture where experts could contribute, teams could learn from customers, and new colleagues could join the work.
My role: Team development, Agile coaching and support for product validation.
Expertise that could grow with the venture
During my involvement, a second team was established. By handover, the teams had a regular development rhythm, experts were contributing with confidence and influence, and new colleagues could be brought into the working culture.
Read the full caseClose the case: SWIAT
A platform confined to one bank faces limits on its reach. SWIAT's strategy was to let financial institutions cooperate on shared infrastructure while competing in their core businesses.
I joined to support the venture's development work: helping specialists collaborate, supporting product management in getting ideas in front of customers, and developing the working culture as the venture grew from one team to two.
The aim was not simply to add ceremonies. It was to make expert judgment useful in the daily work, establish a reliable development rhythm and help new colleagues become part of the team.
Build on the leadership that already works.
Leadership development does not always mean adopting a different style. At Isar Aerospace, I coached a leader on leadership style and practical team organization, building on strengths already present.
My role: Individual leadership coaching.
Developing strengths, not prescribing a model
The work combined recognizing effective, approachable leadership with practical support for organizing the team's work, including Kanban. The point was to develop what the situation needed, rather than make the leader conform to a prescribed model.
Read the full caseClose the case: Isar Aerospace
The coaching connected leadership style with day-to-day team organization. We worked with the strengths already present, alongside practical ways to make the work visible and organize it.
The focus was preserving effective, approachable leadership while developing the way the team worked—not replacing a person's strengths with a formal image of what a leader should be.
More client work
Volkswagen
Product reviews with the regions in the room.
Bringing regional feedback into the development of the digital customer journey.
Read the caseClose the case: Volkswagen
I supported teams and product owners working on Volkswagen's digital customer journey, from first contact and vehicle configuration to buying and servicing. My role combined Scrum education with practical support for teams and product owners.
Regional leaders already visited headquarters in Wolfsburg every quarter. We timed a sprint review to those visits so regional knowledge could feed directly into development discussions.
Different markets offered opportunities to try different ideas. Linking the review to an existing meeting rhythm made regional feedback part of the work, rather than another meeting people had to arrange.
Customers asked where they could buy.
Testing product ideas with customers—and enabling the internal team to continue.
Read the caseClose the case: Mainova
Mainova brought me in to build an innovation lab with an internal team. For eight weeks, we worked daily on product ideas, business models, small prototypes and direct customer validation.
We explored approximately 10–20 ideas with real customers and found three promising products. The route from an idea to customer evidence often took about a week. For one leading idea, customers asked where they could buy before the product existed. These were expressions of demand, not booked sales.
Within eight weeks, the internal team could continue running the lab successfully and independently.
RegTech, now Regnology
A written-off team became a valued strength.
Recognizing productive disagreement and improving collaboration across regions.
Read the caseClose the case: BearingPoint RegTech, now Regnology
At BearingPoint RegTech, I worked across European offices on the product model, technical teams, leadership and compliance. Management saw a core technology team's arguments as dysfunction. I found professional disagreement in pursuit of better customer solutions.
Helping management recognize that strength was one part of the work. The team later became a top performer in management's assessment. Personal connections across regions and internal advocates helped offices start solving problems together.
The wider change supported an iterative product-development process compatible with regulation. Internal colleagues did substantial compliance work; an external auditor approved and praised the resulting process.
Termine24, later Shore
From idea to product, customers and teams.
Venture building with my colleagues at Dreimannzelt, across technology, validation and hiring.
Read the caseClose the case: Termine24, later Shore
The founders had a business idea and initial funding, but no working product, customers or technical organization. They engaged Dreimannzelt, the three-person venture builder I co-owned and co-led. We accepted sweat equity.
With my two colleagues, I helped direct rapid prototyping, technology, customer validation, business-model development, technical hiring and team development.
At handover, there was working software and hardware, customers in two industries, systematic customer validation, a tested business model and two technical teams capable of continuing. The company also raised two additional seven-figure euro investment rounds during the engagement.
Termine24 later became Shore and grew internationally. That later growth is company history, not an outcome attributable solely to me or Dreimannzelt.
AuPairWorld
Simple features stopped taking forever.
Addressing engineering, workflow and product responsibility together.
Read the caseClose the case: AuPairWorld
The CEO brought me in to fix software development. The constraint crossed technical debt, workflow, team dynamics and product responsibility.
We made the end-to-end work visible, tackled technical debt incrementally and enabled broader engineering contribution. Recognizing overlooked product knowledge in customer support helped an internal colleague develop into product and team-improvement leadership.
Feature delivery improved and defects fell. The team had a repeatable way to manage technical debt, and internal improvement continued after my engagement ended.
Global leadership program
Developing leaders across organizational boundaries.
Co-facilitating and developing Kimberly Wiefling's program with Silicon Valley Alliances.
Read the caseClose the case: Global leadership program
For a confidential global manufacturer, I have co-facilitated five cohorts for roughly 100 leaders with colleagues from Silicon Valley Alliances. We continuously adapt and develop the program originally designed by Kimberly Wiefling.
Historical client-reported data from the broader program lineage showed that 1.2% of alumni left over multiple years, compared with more than 20% of other leaders. That comparison cannot be attributed to my cohorts or my work alone.
Co-facilitated with Silicon Valley Alliances. Program originally designed by Kimberly Wiefling.
Global rail and infrastructure company
Resistance became a source of useful knowledge.
Listening to experienced critics and bringing their knowledge into the transformation.
Read the caseClose the case: Global rail and infrastructure company
Experienced colleagues were opposing a transformation. Listening revealed valid concerns: they were protecting the product from failures they had seen before.
Instead of treating them as difficult, I worked with them on shared goals and practical risks. Their historical knowledge exposed product and delivery risks the transformation had missed.
They joined the change, collaborated constructively and became its strongest advocates, bringing that knowledge into the work rather than remaining outside it.
What needs to move forward in your organization?
Tell me what you are trying to achieve and where things stand. We can discuss whether I can help.