Anonymized project examples from recent engagements. All projects were led by Simon Schilling as Founder & Managing 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 IntegrationHealthcare / Statutory Insurance03/2026 – 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.
5AI Agents designed
3Organizations coordinated
CompliantSocial 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
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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
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 TransformationInsurance02/2026 – 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.
369Developers analyzed
12Workplace options evaluated
12+ FTEProductivity 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
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-OutIndustrial / M&A01/2025 – 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.
0Downtime
NIS2Compliant from day 1
SAP RISEParallel 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
ComplianceHealthcare (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/ISO27001-compliant
CxOSign-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
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
ComplianceHealthcare (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 wksto Audit Readiness
BSI C5Aligned
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
BSI audit readiness achieved -- all controls documented and verifiable
Framework adopted as the standard for all future cloud workloads
IT TransformationHealthcare (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
0Unplanned 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
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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
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 TransformationEnergy / KRITIS11/2022 – 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.
EACapability established
TOGAFFramework applied
EA capability structurally established
Multi-day workshop series conducted
Strategy document with action plan delivered
As-is analysis with identified gaps completed
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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
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 IntegrationAutomotive09/2019 – 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.
10International team (DE, IN)
AzureProduction deployment
Purchase probability model live on Azure
Customer segmentation for Marketing & PreSales
Cloud migration completed (Docker, Kubernetes)
SCRUM methodology established in international team
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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
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 TransformationPublic Sector08/2022 – 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.
15Project team members
3Target dimensions
EU RfPProcurement 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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