I lead critical IT programs out of distress, steer complex cloud and platform transformations, and build IT organizations that deliver. Operational, time-bound, with a clear mandate. It ends with a clean handover.
A major IT program is in distress and needs experienced steering.
A transformation needs additional leadership capacity at short notice.
An IT leadership role needs to be bridged temporarily.
An organization needs more clarity, structure, and delivery capability.
A cloud, platform, or infrastructure program needs reliable steering.
A period of change requires experienced operational leadership for a defined time.
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Steering complex IT transformations with clear governance and a focus on outcomes, especially in critical phases. The goal: make transformations transparently controllable and deliver reliably.
Steering and advancing multi-cloud transformations and platform initiatives in corporate environments. Focus: stable, scalable, and economically sustainable structures.
Temporary assumption of leadership or program responsibility during transitions and high-pressure situations. Focus: securing stability, creating clarity, handing over in good order.
Structuring and developing IT organizations: from governance and role models to the operational delivery structure with clear responsibilities.
A current focus of my work is the question of how organisations move AI from isolated initiatives into a manageable business practice. What occupies me in particular: prioritising worthwhile use cases, measurable business value, clear accountabilities and governance, and the organisational conditions for sustainable adoption. I am currently deepening this focus systematically. I will share my findings and perspectives on it here in future.
Every mandate ends with a result and a clean handover. Here is a selection, documented the way I document programs.
End-to-end responsibility for the German rollout of an international multi-cloud platform: governance, delivery structures and rollout roadmap, alignment of the global platform strategy with German regulatory requirements, integration into the existing critical IT landscape.
Interim management of all IT domains handling asset-related data, functional leadership of the Domain Office and Service Manager Leads. Stabilized critical asset systems and created the basis for the subsequent platform transformation.
Led several agile teams managing business-critical applications. Responsible for the central billing platform with 4.5 million settlements per year (DE/CH/LU), budgets of €5–15 million, up to 70 employees. Introduced Agile@Scale and OKR.
Built the software development department for digital customer channels from 5 to 35 employees, including a nearshore center in Spain. Member of the cybersecurity taskforce after a major incident, contributing to effective containment and recovery.
Built professional IT structures from startup to scale-up and scaled the e-commerce platform for rapid growth. Responsible for the technical due diligence during the company's successful exit process.
My background combines corporate environments, e-commerce, consulting, and interim management. I have led programs out of distress, built organizations, and worked in the crisis taskforce during a cyberattack. Not from a consultant's perspective, but in operational responsibility.
That is the difference: I don't just analyze, I take over. With budget, with a team, with accountability for results. And, at the end, a handover that lasts.
I currently apply this view of transformation and operational responsibility to enterprise AI as well: not as an isolated technology topic, but as the interplay of business value, organisation, governance, and execution.
↓ Download CV (PDF)Rapid situation analysis, defined goals, clear expectations, and measurable success criteria before the first decision is made.
Taking over execution, steering, and stabilization, backed by transparent communication to management and stakeholders.
At the end of every mandate: documented results, anchored structures, and a team that keeps running without me.
They take operational responsibility for complex IT initiatives for a limited time, stabilize programs, structure organizations, and support critical change situations, with accountability for results rather than recommendations.
An interim manager steers execution and is accountable for results. A consultant typically supports with analysis, recommendations, and concepts; the responsibility stays with the client.
Especially for critical programs, vacancies in leadership roles, transformation initiatives, or when experienced leadership and execution strength are needed at short notice.
Mandates are project-based and time-limited. We clarify availability and starting date in a first conversation. I usually respond within 24 hours.
In my 20+ years business track I rarely found such exceptional talent — constantly aspiring to do better, reliable, honest, very challenging and always willing to learn. Whenever I have the opportunity to work with Frank again, I'll do this with no further question.
Frank exemplifies agile leadership — visionary yet grounded, keeping the team and outcomes at the core of every decision. He bridges high-level strategy with daily execution, fostering trust, collaboration, and continuous learning. Frank not only drives projects forward but inspires the team to excel, ensuring everyone feels valued and aligned with the vision.
Frank is a people-first leader who balances business objectives with a strong focus on collaboration. He brings extensive experience in working with outsourcing providers and consistently supports the broader organisation beyond his direct responsibilities. I highly recommend Frank as a Tech Leader for any organisation undergoing transformation or scaling.
A first conversation takes 30 minutes and costs nothing but clarity: together we assess whether and how I can stabilize your situation.