When digitalisation needs leadership
- Legacy systems as a risk — a decades-old ERP or core system holds back growth, compliance and integration.
- Scaling at the limit — analogue processes can no longer keep pace with volumes and customer expectations.
- Labour shortages — service and back-office processes have to run reliably with less capacity.
- AI pilots without impact — tools are in place, but processes, steering and organisation have not changed.
From practice
AI-enabled process digitalisation in customer service
Rebuilt a 25-year-old repair process around AI and introduced an AI-based service chatbot: cycle times more than halved, call volume down by a quarter — with NPS holding steady.
Contribution: designed and introduced the AI-enabled repair process and the service chatbot in response to shifting customer expectations and labour shortages.
Post-merger integration and ERP roll-out after a group acquisition
Following the acquisition by an international financial group, merged several companies and IT landscapes and replaced a 30-year-old ERP on schedule within 15 months.
Role: Executive Director, also Managing Director of a subsidiary. Integration strategy, single governance model, leadership team build-up.
What I deliver
ERP and core-system migration
Accountability for selection, build, go-live and stabilisation — in international, cross-functional teams and with change management to secure adoption.
AI-enabled process automation
Processes first, tools second: redesigning service, claims and back-office processes with AI where it measurably cuts cycle time or cost.
Digital customer journey and NPS
Building an NPS system as a management KPI and aligning operations, supply chain, sales and product consistently to the customer.
Provider and outsourcing steering
Steering IT and service partners with clear SLAs and escalation paths — and, in financial services, DORA-compliant governance.
Frequently asked questions
How do you make sure AI projects have an impact?
By measuring them against process KPIs — cycle time, cost, call volume, NPS — and making the line organisation accountable rather than an innovation lab. In the mandate described here, cycle times were more than halved.
When can a mandate start?
We agree the start date in the initial call. Once scope, objectives, reporting lines and duration are defined, a structured onboarding follows.
Let’s talk about your transformation
Free initial call, 30 minutes, confidential. We clarify the starting point, the levers and whether an interim mandate is the right approach.
Arrange an initial call →