Independent AI & Transformation Leader · Zurich

Technology is 30% of it. Your people are the rest.

Models deploy in weeks. Organisations don’t. What decides an AI programme is whether the people who run the process every day are taken along — consulted before it is redesigned, trained before go-live rather than after, and trusted to run it on the Monday I leave. That is the work. One core process, in production in 90 days.

Mandates delivered internationally in English — with German, Spanish or Portuguese where it moves the local team faster.

16
M&A IT integrations since 2017
CHF 70m
Business line budget under management
1,600
People in scope of one global program
2 → 4 of 5
Customer satisfaction, global delivery organisation
4
Working languages: German, English, Spanish, Portuguese

The situation

Three sentences I hear before the first meeting.

Deal

“The deal closed six weeks ago. The TSA clock is running. Nobody owns the IT plan.”

Each month of TSA extension: CHF 50k – 150k, plus synergies already promised to the board.
AI

“We have the licences, three pilots and a steering committee. We have no business case and nothing in production.”

Typical spend before value: CHF 200k – 400k across licences, pilots and internal time.
Program

“It has been reported green for three cycles. Everyone in the room knows it isn’t.”

A derailed CHF 5m program burns roughly CHF 400k per month while the reporting stays polite.

What I do

Three services. Scope and price are fixed before we start.

The problem

IT is the critical path of every integration and the last function to get a plan. Applications, identity, service desk, infrastructure and data all have to land on one date, while both organisations keep serving customers. Miss it and the TSA gets extended — the most expensive line item in any post-merger budget. Cross-border, the failure point is rarely technology. It is language, time zone and working culture.

How I work

  1. Integration readiness assessment — 3 weeks. Application landscape, identity, infrastructure, service desk, licences and people. Output: risk-ranked plan, cost envelope, realistic cut-over date.
  2. Day-1 plan and mobilisation. Workstreams, owners, decision rights, communication and change plan. Steering committee gets one page, weekly.
  3. Delivery to cut-over. I run the program, chair the workstreams and hold the date. Handover to your line organisation is part of the scope, not an afterthought.

What you get

  • Risk-ranked integration plan with named owners
  • Cost envelope and TSA exit date you can defend to the board
  • A repeatable playbook your team keeps after I leave
Entry
Readiness assessment — fixed fee from CHF 28,000, 3 weeks
Delivery
Program lead, CHF 2,000 per day
Languages
Steering in German, English, Spanish or Portuguese
Built for
Serial acquirers, PE portfolio companies, mid-cap groups
Evidence16 integrations delivered since 2017, from under 50 users to 2,500 — including a 2,500-user integration in DACH and a 1,400-user integration in Colombia. The M&A IT process itself was developed, standardised and automated, then reused deal after deal. Member of multiple integration steering committees.

The problem

Most organisations are not short of AI ideas. They are short of one use case the organisation actually adopted. The model is roughly a third of the effort; the rest is the people who run the process every day — their objections, their expertise, their fear of being automated away. Skip that and you get a technically successful pilot nobody uses. Take them along and the same technology reaches production.

How I work

  1. Use-case portfolio — 4 weeks. Every candidate gets a quantity structure: volume, hourly cost, error rate, cycle time. No number, no case.
  2. Prioritisation against delivery risk. Value ranked against data readiness, process stability and change effort. Most portfolios shrink to one or two serious candidates. That is the point.
  3. 90 days to production. The process redesigned with the people who run it, not around them. Training before go-live, not after. Human-in-the-loop checkpoints where the cost of being wrong is high, removed where it is not. Measurement agreed before we start.

What you get

  • Scored use-case portfolio with calculated annual value per case
  • One production use case your team runs without me
  • Human-in-the-loop design: what the machine decides, what a person signs off
Entry
Use-case portfolio — fixed fee from CHF 20,000, 4 weeks
Delivery
Implementation mandate, CHF 2,000 per day
Built for
Mid-market CIO / COO, 200 – 2,000 employees
EvidenceCertified Chief AI Officer (CAS, 2025) and CAS AI Hands-On (2026), alongside a Certified NLP Master qualification — the people side is trained, not improvised. Built an AI proof-of-concept moving unstructured email data into the ERP: lower error rate, 24-hour processing. Led the process and behaviour change for a delivery organisation of 1,600 people; one core process went from 20 steps to 12.

The problem

Programs rarely fail loudly. Scope drifts, dates slip a fortnight at a time, and the status stays green because nobody is rewarded for saying otherwise. By the time it turns red, the options are expensive and the sponsor has lost the room.

How I work

  1. Ten-day diagnostic. Interviews across the delivery line, scope reconstruction, cost curve, dependency and decision audit. I talk to the people doing the work, not only the ones reporting on it.
  2. Three options to the steering committee. Stop, re-cut, or push through — each with cost, date and risk. Written plainly. No hedging.
  3. Interim leadership, if you want it. I take the program, or I stand up the PMO and the standards so your own people can run it.

What you get

  • Unvarnished status — the version the sponsor can act on
  • Three costed options with a recommendation
  • PMO standards, reporting and quality gates that survive me
Entry
Ten-day diagnostic — fixed fee from CHF 18,000
Delivery
Interim program lead, CHF 2,000 per day
Built for
CIO, program sponsor, board committee
EvidenceBuilt a PMO practice from zero to 10 project managers and moved three support engineers into project management. Led the global delivery program for 1,600 professionals across a CHF 70m business line — customer satisfaction went from 2 to 4 out of 5. Led the COVID crisis team keeping roughly 1,000 people operational across India, Germany and Mexico.

Business case

Every conversation starts with a number. Here is what one looks like.

A representative core process, costed the way I put it in front of a steering committee — before a single line of scope is agreed.

People tied up in the process
10 FTE
Fully loaded cost per hour
CHF 85
Productive hours per person, per year
1,700
Annual cost of the process today
CHF 1,445,000
Share removed by automation
40 %
Investment — use-case portfolio
CHF 20,000
Investment — 40 delivery days
CHF 80,000
Total investment
CHF 100,000
CHF578,000
Released per year
Under 3 months Payback on the full investment

How to read thisForty per cent sits inside the range I have delivered — one core delivery process went from 20 steps to 12. The figures above are a worked illustration, not a forecast, an offer or a commitment. They exclude licences, infrastructure and change effort, and they assume the released capacity is actually redeployed. Your numbers are established in the use-case portfolio, against your own volumes.

How I work

Four commitments. They are the reason clients call back.

01 / Reporting

The status report says what is true.

If a program is amber, it is reported amber — in week two, not week twenty. Sponsors can handle bad news. They cannot handle finding out late.

02 / Money

Business case before kick-off.

Volume, cost, error rate, cycle time. If the number does not hold, I say so before you spend, not in the closing report.

03 / Handover

I hand over to your team, not to my successor.

The playbook, the standards and the capability stay in your organisation. A mandate that cannot end is a mandate that failed.

04 / Accountability

One person, running it.

No engagement pyramid, no junior team learning on your budget. You get the person you met, in the room, holding the date.

How we contract

The questions procurement asks before the sponsor gets a say.

Confidentiality

NDA signed before the first substantive conversation. In live transactions, deal-sensitive material stays on your systems — I work inside your environment, not alongside it.

Contract & jurisdiction

Swiss law, place of jurisdiction Zurich. Your own framework agreement is fine; I have signed on client paper before and will not hold up a start over boilerplate.

Continuity

Single point of accountability is the offer — and the risk. It is managed by documenting decisions as we go and keeping your own people close enough to the work to carry it if I am unavailable.

Exit

Every mandate has a defined end. Playbook, standards and reporting stay with your team. An engagement that cannot end was scoped wrong.

Who I am

Rémy Heilmann, independent program and transformation leader
Rémy Heilmann
Rüschlikon (ZH), Switzerland

Recommendations

Former sponsors, steering committee members and delivery leads have written publicly about working with me — under their own names, on their own profiles.

Read them on LinkedIn

Twelve years running programs that could not be allowed to fail.

Over twenty years in the volunteer fire department, serving in a command role. That is where I learned to decide with incomplete information and a running clock — and to name the problem while it can still be fixed.

Volunteer Fire Brigade Kilchberg-Rüschlikon · Officer rank · since 2005

Most recently I sat in the global core management team (N-2) of SoftwareONE, a software and cloud provider with 9,000 employees across more than 60 countries — leading the delivery model for a CHF 70 million business line. Before that I built the M&A IT integration function and the PMO practice, and led IT infrastructure program management.

The part that is hard to replicate: I integrate across language borders. A 1,400-user integration in Colombia. Business continuity across India, Germany and Mexico. I run the steering call in Spanish and the board report in German. In cross-border deals that is usually the difference between a plan on paper and a cut-over that holds.

I was an operator, not an advisor. The integrations were mine to deliver, with my budget and my name on the steering report. I now bring that to organisations that need it for one program rather than one career.

Focus regions
Switzerland, Germany, Austria · Spain, Portugal · Colombia, Mexico, Brazil
Languages
German (native) · English (fluent) · Spanish (advanced) · Portuguese (advanced)
Education
MSc in IT & Business Process Management, University of Liechtenstein · BSc Business Administration (International Management), ZHAW
Certification
CAS Chief AI Officer (2025) · CAS AI Hands-On (2026) · Certified NLP Master
Recognition
Internal top-performer award, 2018 and 2023

Straight answers

The questions I get asked before anyone signs anything.

What does an M&A IT integration cost?

The integration readiness assessment is a fixed fee from CHF 28,000 and takes three weeks. Running the integration programme through to cut-over is charged at CHF 2,000 per day. Total cost depends on the number of users, applications and legal entities involved. The assessment produces a cost envelope you can defend to the board before you commit to delivery.

What is a TSA and why does it drive integration cost?

A Transition Services Agreement is the contract under which the seller keeps providing IT and other services to the buyer for a defined period after closing. Every month the integration runs late, the TSA has to be extended — typically CHF 50,000 to CHF 150,000 per month, on top of delayed synergies. The TSA exit date is therefore the single most expensive variable in a post-merger IT plan, and the reason the readiness assessment pays for itself.

Do you work outside Switzerland?

Yes. Mandates run internationally and are delivered in English by default — the working language of most global programmes, and the one my previous roles ran in across more than 60 countries. Beyond that, German, Spanish or Portuguese are available where a local team works faster in its own language. Delivered examples include a 1,400-user integration in Colombia and business continuity leadership across India, Germany and Mexico. Steering committees can be run in the local language while board reporting stays in English or German — which removes the translation layer where most cross-border programmes lose time.

What languages do you work in?

German as native language, fluent English, advanced Spanish and advanced Portuguese. In cross-border integrations the failure point is rarely technology. It is language, time zone and working culture, and it shows up as decisions that take three weeks instead of three days.

Do you do the work yourself or bring a team?

The work is done personally. There is no engagement pyramid and no junior team learning on your budget. Where additional capacity is needed it comes from your own organisation, which is also how the capability stays in-house after the mandate ends.

How long does an AI use case take to reach production?

The use-case portfolio takes four weeks and produces a scored list with a calculated annual value per case. One selected use case then goes to production within 90 days, including governance, measurement and an adoption plan. Most portfolios shrink to one or two serious candidates — that is the intended outcome, not a failure of the exercise.

What does “human in the loop” mean in practice?

It means deciding, case by case, where the model acts on its own and where a person reviews or signs off before anything is committed. The rule of thumb is the cost of being wrong: low-value, high-volume steps run automatically, while exceptions, financial commitments and anything a regulator or auditor could ask about keep a named human approver. Every checkpoint is documented, so the process is defensible after the fact — not just fast.

What if my program is already red?

A ten-day diagnostic reconstructs scope, cost curve and dependencies through interviews across the delivery line, and produces three costed options for the steering committee: stop, re-cut or push through. Interim program leadership is available afterwards, but it is not a condition of the diagnostic. Sometimes the honest recommendation is that you already have the right people and need a different decision, not a different leader.

How quickly can you start?

One mandate is taken at a time; next availability on request. A first conversation of 30 minutes is free and results in a straight answer on scope, timing and price — including whether the engagement is a fit at all. A written proposal follows within five working days.

Get in touch

Tell me what is stuck. I will tell you whether I am the right person.

Bring the situation, the deadline and the constraint. You will leave the first conversation with a straight answer on scope, timing and price — including if that answer is that you do not need me.

Direct contact

Based in Rüschlikon near Zurich, working on site across Switzerland, DACH, Iberia and Latin America — and remotely where that serves the program better.

Email remy.heilmann@outlook.com Reply within 24 hours on working days.
LinkedIn /in/rémy-heilmann Track record and career history, independently verifiable.
Based in Rüschlikon (ZH), Switzerland Next availability on request.
01
You writeThe situation, the deadline, the constraint.
02
30 minutes, freeVideo or phone. Straight assessment of whether this is a fit.
03
Written proposalScope, deliverables, timeline and fixed price within five working days.

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