Independent AI & Transformation Leader · Zurich
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.
The situation
“The deal closed six weeks ago. The TSA clock is running. Nobody owns the IT plan.”
“We have the licences, three pilots and a steering committee. We have no business case and nothing in production.”
“It has been reported green for three cycles. Everyone in the room knows it isn’t.”
What I do
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.
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.
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.
Business case
A representative core process, costed the way I put it in front of a steering committee — before a single line of scope is agreed.
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
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.
Volume, cost, error rate, cycle time. If the number does not hold, I say so before you spend, not in the closing report.
The playbook, the standards and the capability stay in your organisation. A mandate that cannot end is a mandate that failed.
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
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.
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.
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.
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
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 LinkedInOver 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 2005Most 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.
Straight answers
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.
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.
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.
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.
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.
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.
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.
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.
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
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.
Based in Rüschlikon near Zurich, working on site across Switzerland, DACH, Iberia and Latin America — and remotely where that serves the program better.