Strategy & Value
Ordering priorities, investments and use cases so that technological possibility becomes a coherent corporate agenda.
- AI and data strategy
- Portfolio & business case
- Build, buy & partner decisions
Advisor · Lecturer · Mentor
Deciding on technology.
Owning transformation.
Executive experience at the intersection of business, data and technology — with a clear view of organization, impact and responsibility.
- 01 AI Strategy & Value
- 02 Data & Technology
- 03 Organization & Operating Model
- 04 Governance & Oversight
16+
Years of experience — ten of them in leadership
M.Sc.
Applied Artificial Intelligence
MBA
General Management
FOM
Lecturer in Düsseldorf
Executive profile
Between ambition
Between ambition
and reliable operations.
AI does not become an enterprise capability through the quality of individual demos. What matters is whether strategy, data foundation, organization and governance fit together.
I have worked in technology and data functions since 2009, and in media companies since 2014 — an industry where digital disruption has long been operational reality. My path led from software development and analytics through building data platforms to executive responsibility for data & AI.
That experience shapes how I look at transformation: business-driven, technically sound, and attentive to decision rights, risks and the people in the system.
- dfv Mediengruppesince 2026 · Head of Data & AI
- SV Gruppe2022–2026 · Chief Data & AI Officer
- Handelsblatt Media Group2014–2022 · most recently Director Data Technology & Business Intelligence
Decision fields
Four perspectives on
Four perspectives on
effective transformation.
These focus areas combine strategic judgment with experience from building, scaling and running data and AI functions.
Data & Technology
Architecture and platforms as a robust foundation for products, decisions and automation — never as an end in themselves.
- Cloud data platforms
- Generative AI & RAG
- Analytics & data products
Organization & Leadership
Designing roles, decision paths and teams so that accountability is clear and roadmaps turn into reliable operations.
- Operating models
- Microteaming
- Transformation & enablement
Governance & Oversight
Thinking technology decisions together with risk, regulation and long-term organizational capability.
- AI governance & EU AI Act
- Technology and portfolio risk
- Control, transparency & accountability
Experience
From the engine room
Building
Scaling
Leadership
Perspective
From the engine room
to the boardroom.
A profile that combines technological depth with leadership and delivery experience.
Data and AI functions
Established teams, platforms, governance and steering models from the ground up and integrated them into existing organizations.
From pilot to production
Moved use cases, data products and AI applications out of the experimental phase into reliable processes and clear accountability.
Interdisciplinary responsibility
Led data engineering, analytics, data science and software development — translating between executive management and engineering.
Technology & society
Teaching and dossiers on AI, innovation, organizational design and the societal consequences of technology decisions.
Governance perspective
Good oversight of technology begins with the right questions about strategy, risk and responsibility.
Advisory and supervisory board mandates.
Data and AI now touch investment decisions, business models, regulatory obligations, cyber and reputational risk, and the way entire organizations work. On the decision-making side, that calls for technical judgment combined with distance from the hype.
This judgment was formed operationally: as Chief Data & AI Officer building AI governance structures — from the AI inventory to risk classification under the EU AI Act — and in board work, including the Digital Strategy Board of SV Gruppe and the Innovation & Technology Board of Handelsblatt Media Group. The same discipline applies where the question is whether an AI capability is substantive, how reliable the data foundation is, and where the regulatory risks lie.
Technology investments
Technology due diligence
AI governance
Transformation risk
Digital business models
I am available for advisory boards, supervisory boards and expert committees in selected settings — including contexts where decisions are made about technology investments and holdings.
For a confidential conversation — contact
Publications
Thinking for the
Thinking for the
decision-making level.
Substantiated perspective beyond product promises — on AI, organization, governance and technological change. Publications are written in German.
Klein denken, groß skalieren
The AI operating system for the German Mittelstand — how small, AI-augmented teams deliver the transformation. Paperback and e-book.
About the book →LLMs für Executives
How large language models work — and what executives, boards and supervisory bodies should know about them.
Get the dossier →The Microteaming Method
Why small, AI-augmented teams deliver where large project organizations often stall.
Read more →Analyses
Individual, deeper pieces on technology and its societal consequences.
To the archive ↗