Done, not described.

Following a telecom merger, the combined entity needed to decide which ERP, HR, and BI/DWH systems to carry forward across two estates. Assessed lifecycle status, cloud readiness, and contractual flexibility. Findings structured as a cost‑benefit analysis for executive decision.

Schlieger was scaling fast in photovoltaics and heat pumps, driven by Czech government subsidy programmes pulling households toward greener utilities. Built the IT function from zero — replaced core systems, hardened communications infrastructure, and developed custom apps to automate the workflows of 200+ salespeople and a 60-person back-office team processing subsidy applications. At its peak: 100 new hires a month, 50 departures. IT absorbed it.

Meta IT's 15-person delivery team was setting its own architecture, frameworks, and delivery timelines — developers making calls that belonged to management, with no delivery lead between them and the client. Client confidence was eroding during COVID. Took over delivery leadership, identified who was driving the dynamic, replaced those who wouldn't follow the new structure, introduced CI/CD, coding standards, and automated quality checks, and stepped in on escalations the project managers couldn't contain. The delivery team doubled to 30.

Raiffeisen Bank was evaluating retail entry into Germany via a POS banking proposition. Brought in for the regulatory dimension — mapped the BaFin compliance requirements covering licensing, data protection, and product-specific regulation.

Brought in as CTO to adapt Creative Dock's Czech P2P lending product, Zonky, for the Dutch market — more automated, fully service-orchestrated, covering the complete loan lifecycle from KYC and credit scoring through to disbursement, repayment, and late collections — and to obtain an AFM crowdfunding licence. Came in new to Dutch financial regulation. Mapped the AFM's requirements, authored the IT, security, and BCM chapters of the AFM licence application, and managed an external development team throughout. The corporate sponsor withdrew mid-project. Completed the platform independently, obtained the AFM crowdfunding licence, and defended it through full technical, security, and BCM due diligence by NN Bank. It passed.

AVG Technologies was heading into IPO with over 100 million users on its platforms and no structured release management process between development and support. Brought in as interim release manager — designed the ITIL-based process, ran the function while a permanent hire was found, and onboarded the incoming manager before handing over.

Warid's post-paid launch was seven months overdue. The previous delivery manager had left mid-project; the CEO was about to call off the contract. Arrived in Kampala, rebuilt the relationship with the CEO, stabilised BSS/OSS, CRM, billing, and reporting systems, and delivered UAT and the launch.

ComGate needed a turnkey outbound call centre for 150 agents. Owned the whole shape of the solution — architecture, technology selection, RFP, vendor coordination, rollout, and the physical operating environment down to floor plan and custom furniture. The call centre was operational on schedule.