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References

Selected Projects

Anonymized project examples from recent engagements. All projects were led by Simon Schilling as Principal Consultant.

Impact Across All Projects

5,000+ Apps Migrated
5 AI Agents Designed
100+ Stakeholders Managed
0 Service Interruptions
8 wks to Audit Readiness
369 Developers Transformed
AI Integration Healthcare / Statutory Insurance 03/2026 – present

AI Agents for Automated Claims Management

Design and program management for 5 specialized AI agents automating customer inquiry processing at a statutory health insurance fund. UiPath Maestro with LLM integration, compliant-by-design with social data governance and EU AI Act classification from day one.

5 AI Agents designed
3 Organizations coordinated
Compliant Social data governance
5 AI agents with capability catalog and autonomy levels
PoC scope defined and aligned with board in 2 weeks
Compliance framework for social data + EU AI Act from day 1
Board deadline secured despite budget and capacity constraints
Show details

Background

A large statutory health insurance fund processes hundreds of thousands of customer inquiries manually each year. Processes do not scale, error rates are high, and the skilled labor shortage is intensifying. A board commitment fixed a PoC deadline.

Challenge

  • Social data (SGB V) requires special governance -- AI cannot simply access customer data
  • Three organizations (insurer, IT provider, AI implementation partner) must be coordinated
  • Budget exceeded, capacity limited -- yet the board deadline must be met
  • No AI expertise in the organization -- neither technical nor regulatory

My Contribution

Role: Program Manager and AI Architect -- the central steering authority between business, IT, and implementation partner.

  • Designed an AI agent network: 5 specialized agents with defined capabilities, autonomy levels (semi-autonomous to autonomous), and data flows
  • Established compliance-by-design: social data governance, GDPR conformity, and EU AI Act risk classification embedded into every architecture decision
  • Sharpened PoC scope: from a vague "AI agents project" to a concrete MVP scope with 5 measurable capabilities and clear success criteria
  • Steered implementation partner: validated effort estimates, specified demo requirements, built QA processes
  • Resolved stakeholder conflicts: aligned differing expectations (board, business, IT, partner) into a shared roadmap

Technologies

UiPath Maestro, DocumentUnderstanding, LLM Integration, Agentic AI, RPA

Result

  • PoC phase active and on track despite budget and capacity constraints
  • 5 agent blueprints serving as the foundation for the insurer's entire AI strategy
  • Compliance framework reusable as a template for future AI initiatives
  • Governance structure across 3 organizations operational -- weekly check-ins with clear deliverables
IT Transformation Insurance 02/2026 – present

Developer Productivity & Workplace Architecture

Workplace transformation for 369 developers at a major insurance group: from as-is analysis through a structured PoC framework to a board-level recommendation.

369 Developers analyzed
12 Workplace options evaluated
12+ FTE Productivity gain quantified
369 developers analyzed and categorized in 9+ workshops
PoC evaluation framework with 5 dimensions x 12 candidates
Board-ready decision paper with quantified business case
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Background

A major insurance group operates heterogeneous developer workplaces: Cloud Workstations, local IDEs, container platforms, and legacy VMs. Developers are dissatisfied, productivity suffers, and the CIO has mandated a measurable productivity improvement for 2026.

Challenge

  • 369 developers across 7 developer types -- from full-stack to mainframe to SAP -- with vastly different requirements
  • 13 governance committees with veto rights delay every change by 6-12 months
  • Strategic conflict: cloud-first strategy vs. existing on-prem investments vs. Windows standardization
  • AI tools (Copilot, Cursor, Gemini) as a new variable that nobody could classify

My Contribution

Role: External Consultant and Architect -- the neutral authority between CIO, developer teams, and governance committees.

  • Conducted as-is analysis: 9+ mini-workshops with all developer teams (frontend, mobile, backend, mainframe, DWH, SAP), pain points quantified, productivity losses calculated in FTEs
  • Developed evaluation framework: 5 dimensions (Strategic Fit 25%, Feasibility 25%, Impact 20%, AI Readiness 15%, Cost 15%) x 12 workplace candidates -- objective and traceable
  • Navigated governance: resolved the "13-committee blockade" through an "enable rather than replace" approach -- evolution, not revolution
  • Built business case: productivity gain of 12+ FTEs quantified in concrete EUR amounts for the CIO
  • Integrated AI readiness: first to anchor "Are our workplaces AI-ready?" as an evaluation dimension

Technologies

GCP Cloud Workstations, DevContainers, Kubernetes, Vertex AI, Gemini, VS Code, JetBrains

Result

  • As-is analysis completed -- first reliable data foundation on developer productivity across the group
  • Top-3 recommendation with quantified business case for board decision
  • PoC phase prepared -- go-live gates and success criteria defined
  • Methodology adopted as a template for further transformation initiatives across the group
IT Carve-Out Industrial / M&A 01/2025 – 12/2025

IT Carve-Out -- Full Separation

End-to-end IT separation in an M&A transaction. Standalone Azure cloud landscape, NIS2-compliant target architecture, parallel SAP RISE migration, and production-safe cutover with zero downtime.

0 Downtime
NIS2 Compliant from day 1
SAP RISE Parallel migration
Standalone Azure cloud incl. Entra ID and network segmentation
Production-safe cutover without service interruption
NIS2-compliant governance (ISO 27001) from day 1
FinOps framework with tagging, forecasting, and cost transparency
SAP RISE migration coordinated in parallel with carve-out
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Background

As part of an M&A transaction, the entire IT of a mechanical engineering company had to be fully separated from the parent group -- including cloud, on-premises, OT networks, and production-adjacent systems. The closing date was fixed, and the IT landscape had grown organically over the years.

Challenge

  • 100+ applications with deep dependencies to shared services and a shared Active Directory
  • Parallel SAP RISE migration -- SAP separation and cloud migration simultaneously
  • Production must not stop -- OT networks with real-time requirements
  • NIS2 requirements for the target architecture -- compliance from the start

My Contribution

Role: Project Manager and Solution Architect -- end-to-end responsibility for architecture, planning, and execution.

  • Designed target architecture: standalone Azure cloud landscape with Entra ID, Intune, and network segmentation -- NIS2-compliant from day one
  • Built operating model: RACI, ITIL processes, governance structures for standalone operations
  • Implemented FinOps: tagging strategy, forecasting model, and cost dashboard -- cost transparency from day 1
  • Managed cutover: planned and executed production-safe cutover without service interruption -- including rollback safeguards
  • Coordinated SAP RISE: synchronized the complex parallel of carve-out and SAP migration into a single plan

Technologies

Azure Cloud (IaaS, Entra ID, Intune), SAP RISE, FinOps, NIS2, ISO 27001

Result

  • IT separation completed successfully -- on schedule despite tight transaction timeline
  • Standalone IT operations running stably
  • Governance structures and operating concepts adopted by the new company
  • FinOps framework demonstrably reducing costs through transparency and forecasting
Compliance Healthcare (KRITIS) 07/2024 – 12/2024

Tenant Separation & Audit Compliance

Achieving full tenant separation of the IT architecture with a BSI/ISO 27001-compliant security framework and end-to-end monitoring for a statutory health insurance IT provider.

30+ Team members managed
BSI/ISO 27001-compliant
CxO Sign-off achieved
30+ team members steered across workstreams
BSI/ISO 27001-compliant tenant separation
Audit readiness across all infrastructure layers
E2E monitoring concept implemented
CxO approval for implementation obtained
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Background

Insufficient tenant separation between shareholder tenants of a statutory health insurance IT provider. Regulatory requirements (BSI, ISO 27001) and KRITIS regulations demanded full separation.

Challenge

  • Shared infrastructure with no technical isolation between tenant organizations
  • KRITIS operator subject to ongoing BSI audit obligations -- zero tolerance for gaps
  • Multiple infrastructure layers (network, identity, data) requiring simultaneous separation

My Contribution

Role: Project Lead -- end-to-end responsibility for planning, coordination, and stakeholder management.

  • Developed security requirements catalog with prioritized measures
  • Planned tenant separation implementation across all infrastructure layers
  • Conducted audits with documented results
  • Designed E2E monitoring concept for continuous oversight

Technologies

Public Cloud, Private Cloud, VMware, Security Frameworks, BSI IT-Grundschutz

Result

  • Full tenant separation achieved across network, identity, and data layers
  • Audit readiness documented and verified across all infrastructure layers
  • E2E monitoring operational for ongoing compliance assurance
  • CxO sign-off obtained, establishing the approach as the organizational standard
Compliance Healthcare (KRITIS) 03/2025 – 05/2025

Cloud Security Framework for KRITIS

Design and implementation of a BSI-compliant cloud security framework with full tenant separation and audit readiness for a healthcare IT provider operating critical infrastructure.

8 wks to Audit Readiness
BSI C5 Aligned
BSI-compliant security baseline implemented in 8 weeks
Tenant separation at network, identity, and data layers
Framework approved by management and adopted as standard
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Background

A healthcare IT provider (KRITIS operator) was expanding its use of cloud infrastructure but lacked a systematic security framework. The missing guardrails were blocking cloud adoption and jeopardizing BSI compliance.

Challenge

  • KRITIS operator with ongoing BSI audit obligations -- no tolerance for gaps
  • Shared cloud infrastructure for multiple tenants without technical separation
  • No security governance -- no policies, no processes, no monitoring
  • Time pressure -- BSI audit announced, framework needed within 8 weeks

My Contribution

Role: Architect and Security Consultant -- technical ownership of the entire security framework.

  • Defined security baseline: BSI-compliant minimum requirements for cloud workloads -- from network to identity to encryption
  • Implemented tenant separation: technical concept and implementation oversight for full separation at network, identity, and data layers
  • Created compliance mapping: systematic mapping of all security controls to BSI requirements -- prepared from the auditor's perspective
  • Secured management approval: presented the framework in a way that C-level and IT leadership understood and ratified as a binding standard

Technologies

Public Cloud, Private Cloud, BSI IT-Grundschutz, Security Frameworks, KRITIS

Result

  • Cloud security framework completed on schedule and approved at management level
  • Tenant separation fully implemented -- first-ever clean isolation between shareholder tenants
  • BSI audit readiness achieved -- all controls documented and verifiable
  • Framework adopted as the standard for all future cloud workloads
IT Transformation Healthcare (KRITIS) 11/2023 – 06/2024

Application Migration -- 5,000+ Applications

Large-scale application migration during an operational transition. 5,000+ applications assessed, categorized, and migrated using a structured wave model with zero downtime and coordination of 100+ stakeholders across 3 organizations.

5,000+ Applications migrated
0 Unplanned downtime
100+ Stakeholders coordinated
5,000+ applications migrated within timeline
Zero downtime across all critical cutover waves
Wave model and templates adopted as organizational standard
Show details

Background

As part of an operational transition, over 5,000 data-center-based applications had to be migrated from one IT provider to a new operating environment. The landscape was heterogeneous -- from simple web applications to mission-critical KRITIS business processes.

Challenge

  • 5,000+ applications -- one of the largest migrations in the statutory health insurance landscape
  • Strict KRITIS requirements -- zero tolerance for downtime of critical business processes
  • 100+ stakeholders across 3 organizations (client, outgoing provider, incoming provider)
  • Tight contractual deadlines with no room for delays

My Contribution

Role: Migration Lead -- central steering authority for all migration waves.

  • Conducted portfolio analysis: systematically categorized all 5,000+ applications (complexity, dependencies, criticality) as the basis for wave planning
  • Developed wave model: structured migration plan with dependency analysis, prioritization, and defined quality gates per wave
  • Managed cutover: personally accompanied every critical wave -- rollback plans prepared, smoke tests defined, go/no-go decisions facilitated
  • Coordinated troubleshooting: acted as the cross-organizational escalation authority during migration issues
  • Ensured knowledge transfer: documented templates, checklists, and methodology so the internal team could handle future migrations independently

Technologies

VMware Toolstack, ITSM, Migration Planning, Sourcing

Result

  • All 5,000+ applications migrated on time -- not a single contractual deadline missed
  • Zero downtime for critical waves -- thanks to structured rollback planning and quality gates
  • Wave model adopted as best practice for all future migrations across the organization
  • Stakeholder feedback: "First migration where we always knew where we stood"
IT Transformation Insurance 05/2022 – 08/2023

Cloud Workplace Transformation

Building a global cloud workplace with Azure + AWS, unified architecture, and governance for an international insurance group. Budget: EUR 4M.

EUR 4M Budget managed
100+ Users transitioned
20 Core team members
Cloud workplace architecture (Azure + AWS) delivered
Global governance structures established
100+ users migrated without service interruption
Show details

Background

An international insurance group operated a legacy workplace landscape of Citrix, VMware, and local desktops -- without a unified cloud strategy. Different country subsidiaries worked with different standards, leading to high operating costs, security gaps, and an inconsistent user experience.

Challenge

  • Heterogeneous legacy landscape with Citrix and VMware environments grown without overarching architecture principles
  • Global coordination across multiple country subsidiaries with different regulatory requirements and local IT teams
  • Multi-cloud complexity with parallel Azure and AWS deployments, each with distinct operating models and cost structures
  • Ongoing operations could not be disrupted during the transition for 100+ users

My Contribution

Role: Project Manager and Workplace Architect -- responsible for overall steering, architecture decisions, and vendor management.

  • Designed cloud workplace architecture: target architecture with Azure and AWS, migrating Citrix and VMware workloads into a unified, scalable platform
  • Established governance framework: global governance structures with clear roles, decision paths, and escalation procedures for all subsidiaries
  • Set up vendor management: coordinated multiple external providers via structured reporting, SLA monitoring, and regular steering committees
  • Developed migration strategy: phased transition with pilot groups, defined rollback scenarios, and success criteria per wave
  • Conducted architecture reviews: accompanied Citrix-to-VMware migration through systematic reviews and addressed technical risks early

Technologies

MS Azure, AWS, VMware, Citrix, TOGAF

Result

  • Cloud workplace transformation completed within the EUR 4M budget
  • 100+ employees migrated to the new platform without service interruptions
  • Governance structures serve as a blueprint for further global IT initiatives across the group
IT Transformation Energy / KRITIS 11/2022 – 02/2023

Enterprise Architecture Introduction

Introducing Enterprise Architecture Management at a transmission system operator through a tailored workshop series, as-is analysis, and strategy development with a concrete action plan.

EA Capability established
TOGAF Framework applied
EA capability structurally established
Multi-day workshop series conducted
Strategy document with action plan delivered
As-is analysis with identified gaps completed
Show details

Background

No established Enterprise Architecture capability existed. The IT landscape had evolved without overarching architecture principles, creating blind spots and inefficiencies.

Challenge

  • No EA awareness or processes within the organization
  • IT landscape developed without architectural governance
  • Need to build capability from scratch while demonstrating immediate value

My Contribution

Role: EA Consultant -- responsible for workshop design, analysis, and strategy development.

  • Designed and delivered a tailored multi-day workshop series for EA introduction
  • Conducted an as-is analysis of EA maturity with identified gaps and improvement areas
  • Developed a strategy document with concrete measures to increase EA maturity

Technologies

TOGAF, Enterprise Architecture, Workshop Facilitation

Result

  • EA capability established as a recognized function within the organization
  • Clear roadmap with prioritized actions for increasing EA maturity
  • Internal teams empowered to continue EA development independently
AI Integration Automotive 09/2019 – 08/2020

AI-based Purchase Probability Model

Development of a data-driven model for predicting purchase probability of electric vehicles, including customer segmentation and cloud migration to Azure for a premium automotive manufacturer.

10 International team (DE, IN)
Azure Production deployment
Purchase probability model live on Azure
Customer segmentation for Marketing & PreSales
Cloud migration completed (Docker, Kubernetes)
SCRUM methodology established in international team
Show details

Background

A premium automotive manufacturer needed a data-driven model for predicting the purchase probability of electric vehicles. The existing application ran on-premises and had to be migrated to the cloud in parallel.

Challenge

  • Building a predictive ML model while simultaneously migrating the platform to Azure
  • Coordinating an international team across Germany and India
  • Integrating customer data from multiple sources for reliable segmentation

My Contribution

Role: Project Manager -- responsible for delivery, team coordination, and cloud migration.

  • Managed development of the purchase probability model using machine learning
  • Designed customer segmentation for Marketing, PreSales, and AfterSales use cases
  • Led cloud migration to Azure with Docker and Kubernetes
  • Established CI/CD pipeline (Git, Jenkins, Azure DevOps)
  • Introduced agile practices (SCRUM) in the international team

Technologies

Azure, Docker, Kubernetes, Python, CI/CD (Git, Jenkins, Azure DevOps), SCRUM

Result

  • Purchase probability model deployed to production on Azure
  • Customer segmentation actively used by Marketing and PreSales teams
  • Cloud migration completed with fully automated CI/CD pipeline
  • SCRUM practices established as the standard way of working for the team
IT Transformation Public Sector 08/2022 – 12/2022

Future Workplace Strategy & EU Procurement

Defining a future-proof workplace concept with persona-based design, service catalog, and EU procurement documentation for a social insurance carrier.

15 Project team members
3 Target dimensions
EU RfP Procurement completed
Persona model for all user groups
Target vision in 3 dimensions (Process, Technology, Finance)
Service catalog with detailed service descriptions
EU procurement documents (RfP) completed
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Background

An outdated workplace infrastructure with no clear target vision. The existing environment did not meet the requirements of modern working models (remote, hybrid). A complete realignment including EU procurement was necessary.

Challenge

  • Legacy workplace infrastructure incompatible with hybrid work models
  • Public sector organization subject to EU procurement regulations
  • Diverse user groups with fundamentally different requirements

My Contribution

Role: Workplace Consultant -- responsible for strategy, target vision, and procurement documentation.

  • Conducted as-is analysis of the existing workplace infrastructure
  • Developed persona model with distinct user groups and requirement profiles
  • Defined target vision for the future workplace in 3 dimensions (Process, Technology, Finance)
  • Created service catalog with defined service descriptions
  • Prepared EU procurement documents (RfP) for market exploration and tendering

Technologies

Citrix, VMware, ITIL, BPMN, EU Procurement Law

Result

  • Future workplace strategy approved and ready for implementation
  • EU procurement process successfully initiated with compliant RfP documents
  • Persona model and service catalog adopted as ongoing planning tools

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