Michael Kupermann
Programme direction · Technology & Architecture · DACH

Technology is the tool.
People are the goal.

I've spent thirty years running technology programmes in telco, financial services, manufacturing and the public sector. The work I take now is the kind where architecture and change have to sit in the same room, on infrastructure that can't be paused, with P&L on the line.

Based in Düsseldorf Active since 1995 Languages DE · EN · RU

How I work with you.

Most engagements I take on begin with the same gap, between what the business says it is doing and what is actually happening on the ground. Strategy that never made it through to delivery, or delivery that has drifted from the original intent. I plan with real estimates and name risks early enough that the programme still has room to act on them. The usual engagement shape is an embedded executive mandate. I sit in the leadership layer from day one, working directly with shareholders, line management, finance, IT, sales and the Betriebsrat, and I leave when the organisation can carry the work without me. Where an embedded role isn't the right shape, I take strategic advisory instead.

There is a bounded way in before a programme starts. FireScore measures where employees stand on a planned technology rollout before anything is procured, anonymously and by activity rather than by department. Four dimensions, Fulfillment, Identity, Resistance and Energy, produce two metrics and a heat map across the organisation. The survey is agreed with the Betriebsrat before it runs. That settles before the start what programmes fail on later, and it costs weeks rather than a mandate.

Recent work

Showing items · newest first
2026 — ongoing
Programme · Technology & Architecture · Leadership

Fibre rollout: technology and architecture advisory inside a live programme

Currently engaged, 2026 ongoing. I hold a senior programme role at a tier-1 fibre / Glasfaser operator in DACH, doing technology and architecture consulting with leadership responsibilities inside the programme across field-operations coordination and stakeholder alignment. Details sit under NDA, and a walkthrough is available after NDA.

Client: tier-1 telco (fibre), DACH · Active mandate · walkthrough on request
active mandate
2026 — ongoing
Program · Open Source

Data warehouse without the cloud: AI on the client's own infrastructure

The problem. Most data warehouses either send AI queries out to a US-cloud API or skip AI altogether. For a mid-market DACH client with DSGVO constraints, competitive-data sensitivities and licence-cost pressure, neither option works. What we built instead was AI that runs on the warehouse itself, on the client's own infrastructure, with audit trails and no data leaving the building.

The result. Retires per-seat BI and CRM licences, keeps every AI query inside the building, and gives the business a documented exit path from its incumbent SaaS.

Under the hood: A read-only ki_middleware gives local AI safe, audited access to the warehouse. dlt pipelines ingest CRM, ERP and Excel-controlling data into a PostgreSQL DWH with thirty-one governed views. Dagster orchestrates, Metabase visualises, and a nightly sync feeds the open-source CRM. Containerised, ADR-documented, with an eight-chapter operator handbook and a DSGVO security policy. Open-source throughout.

The same principle, local AI with no data leaving the building, runs in the open in Throughline, a vendor-neutral memory store for nine AI assistants. PostgreSQL 16 with pgvector again, with no account, no telemetry and no cloud. Beta, 752 tests, MIT licence.

Client: mid-market DACH client · digital-transformation strategy · private repository, walkthrough on request
local aidagster postgresmetabase digital sovereignty
2025 — 2026
Mandate · Technology Leadership

Head of Technology: mid-market DACH technology firm

I led technology strategy and operations through a phase of organisational transformation. The priorities were closing the strategy-delivery gap and modernising the tooling that was holding the business back, while the in-flight programs had to be kept stable at the same time. Specifics on team sizes inherited, targets and adoption metrics are available on request under NDA.

Client: mid-market DACH technology firm · Technology leadership mandate · Düsseldorf
technology leadership transformationmandate
2022 — 2024
Mandate · Managing Director

Managing Director, CRM & Data: mid-size German IT services firm

Managing-director mandate, two and a half years. Refocused the business toward CRM and larger B2B accounts, set up a CRM consulting practice, added offshore delivery capacity, and brought AI into the delivery process. Material EBITDA improvement over the period. Figures available on request under NDA. M&A screening and negotiations alongside.

Client: mid-size German IT services firm · Managing-director mandate · Reported to founders and investors
leadershipcrm m&amandate
2021 — 2022
Leadership · Data

Head of Data Solutions: European independent index provider

Led the Data Solutions organisation for an independent European index provider. Redesigned the data architecture in parallel with live operations, introduced ITIL v4 and Six Sigma (VoC, CtQ, KAIZEN), and set up a data governance framework fit for the regulatory environment.

Client: European independent index provider
data platformgovernance itilsix sigmafintech
2019 — 2021
Program · Global CRM Migration

CRM cloud migration: five regions in parallel, no sales-cycle outage

Program lead on the migration of local sales systems into a unified cloud CRM on Microsoft Dynamics 365 / Azure. Five main regions (US, Hong Kong, France, UK, Germany) ran parallel cutovers. Fifteen country sites in total. Sales processes reworked during the migration, sponsor coalition anchored in the regional heads. Delivered to plan across the five regions. No sales-cycle outage.

Client: tier-1 global asset manager
cloud migrationdynamics 365 azureglobal program
2016 — 2019
Program · Compliance Platform

Investment Restrictions: three years on Bloomberg AIM, no portfolio incident

Three-year program migrating asset- and investment-management locations to Bloomberg AIM (Compliance Manager and Violations Manager). Responsible for test planning and governance across trading desks. Adoption protected through parallel-run periods and desk-level reinforcement. Three years, zero live-portfolio incidents.

Every tolerance-breach alert in the run pointed to a person on a desk, a trader who had to stop what they were doing and work with us. That's the adoption cost behind the zero-incident line, staffed for and reinforced week by week.

Client: tier-1 global asset manager
compliancebloomberg aim financetest governance
2010 — 2021
Company · Co-Founder & MD

Solit Finance: from founding team to 110 staff in eleven years

I spent eleven years building and running Solit Finance, a DACH consultancy serving financial services and telecommunications. I led the operational business, acquired and ran client programmes, and handled M&A screening and negotiations alongside delivery. Headcount grew from the founding team to 110 people over the decade. Solit was the principal vehicle through which the 2010–2021 client programmes listed here were delivered. The mandates from 2022 onward are independent engagements.

Those eleven years shaped the lens through which every mandate since has been read. I ran the P&L, learned the craft of sponsor coalitions, and made the hard calls on when to invest and when to stop.

Firm: Solit Finance GmbH · Founder / Managing Partner
entrepreneurshipp&l consulting
2010 — 2015
Program · Next Generation IT

Next Generation IT: CRM and customer-data architecture across five countries

Principal consultant on the group's Next Generation IT initiative, part of the program-management leadership team. Transformation of the AppCom architecture (CRM & Customer Data Platform) across five countries, cross-country IT licence management, and the design and rollout of the NG IT architecture in Hungary and the Czech Republic. Infrastructure advisory to the regional CTIO/CTO.

Client: tier-1 European telco group
telcoarchitecture infrastructurestrategy
2006 — 2010
Leadership · CRM Practice

Head of CRM West: an 80-person practice with P&L responsibility

Led an 80-person CRM consulting practice for Germany's west region. Principal consultant on CRM analyses and implementations, with business-development and P&L responsibility for the practice.

Firm: German IT consultancy
crmpractice lead dax/mdax

What I develop in the open.

Tools that came out of specific questions inside programmes, plus one research project well outside my field. The source is public, and the figures in the entries below can be checked against the repository. They sit apart from the mandates because they are the only work here that is not under NDA.

May 2026 — ongoing
Open source · research project

vibrasim: twenty pre-registered experiments, one clean negative result

For this project I deliberately picked a subject I have no training in, roughly four disciplines past anything I have ever learned. Inside a cube of 60 by 60 by 60 vibrations there is nothing but frequency, polarity, position and velocity. Local binding rules turn those into electrons, then atoms, then molecules joined by bridges that behave like synapses.

The real object of study is not the simulator. It is the question of which moves I reach for when none of my usual moves are available. For thirty years, every deadlock in client work had a shortcut through the domain. Here there is none, which is what makes the deadlocks clean.

On 31 May 2026 an autonomous run worked through twenty pre-registered experiments, each with a matched control and a recorded verdict. The result is negative and stands unchanged in the repository. The substrate delivers three of the four properties a selective memory needs, and the fourth under none of the levers tested. The acceptance bars were locked in advance and were not moved afterwards. Documented just as openly: the words vibration, electron and atom are names for abstract nodes here, not the physics they sound like.

The more durable half is the method itself. It has been split out into its own repository, where it runs as a pre-registered research pipeline for a single machine.

pythonsimulation pre-registrationresearch process
August 2026
Open source · question answering

Souprise: answers over business data without a single invented figure

A question-answering system for invoices, orders and customer records that copies every value verbatim from the record rather than generating it. Totals and averages are computed in code, and the language model only writes the sentence around them. Where a record is unknown, the system declines to answer. Value accuracy of 1.000 across sixty test questions, with every acceptance bar locked before the tests ran. It runs entirely on your own machine, with no account and no cloud.

pythonrag local aidigital sovereignty
August 2025
Open source · teaching project

German LLM: a transformer built from scratch, every component readable

The problem. Most introductions to transformers use English, and most off-the-shelf models treat German as an afterthought. Neither helps anyone who wants to understand why attention behaves differently for a language with compound words, four cases, and verb-final subordinate clauses. This repo is the from-scratch build that makes every component legible.

A ground-up transformer for German, written to keep a gestalt understanding of what these systems actually do. Six tutorials walk through transformer mechanics, attention, feed-forward layers, German-specific tokenisation, the training loop, and data collection. A mini-dataset builder and training script sit underneath. Runs entirely offline.

pythontransformers training from scratchdigital sovereignty
March 2025
Open source · ML tooling

EquiML: one dataset in, one report out

The problem. Fairness tooling for ML is scattered across libraries. One for metrics, another for constraints, a third for explainability. Every audit I ran turned into the same copy-paste glue code. EquiML is the three-command pipeline that replaces it. One dataset goes in, a report comes out, the accuracy-vs-fairness tradeoff made explicit.

A command-line tool wrapping fairlearn, SHAP, and scikit-learn into one pipeline: load, detect bias, train a fair model, compare results. HTML report, metrics as JSON, CLI and Python API. CI-tested, MIT-licensed.

pythonfairlearn shapml fairness

How I approach programme work.

Eight things I've learned by getting at least one of them wrong on a real mandate. Not a framework. Not a method. Eight habits that stuck.

01

How I frame problems

In my experience most engineering and transformation waste comes from solving the wrong problem fluently. I try to write the problem statement before any slide or line of code, sharp enough that I would catch it later if somebody described the work differently.

02

The walls I look for before scoping

Budget, team size, time, risk tolerance, regulatory constraints. Those are the walls of the room I'm actually building in, and every programme I've watched fail has treated at least one of them as optional.

03

How I size the first build

I aim for the cheapest version of the work that can generate real data, rather than the most complete one or the most elegant. Once that data is in, the rest of the programme iterates on what the data says, not on what the room thinks.

04

Why I bias toward reversibility

Blast radius matters more to me than cleverness. When I've had to pick between two designs I didn't fully trust yet, I've taken the one I could walk back in sixty seconds over the one I couldn't walk back at all.

05

What actually decides a programme

The migrations, platforms and CRM rollouts I've led succeeded or failed on change management rather than on the tool itself. I've learned to treat tools as swappable and organisational habits as the thing that actually costs to move.

06

Where I find the real work

Strategy without a delivery plan rarely lands, and I've watched good delivery plans lose direction when the strategy wasn't at the table. The work I find worth taking tends to sit where both sides have to give ground to each other.

07

How I think about vendor lock-in

Every architectural decision I sign off on locks in a supplier alongside the data. Licence exposure and exit cost are first-class constraints for me, which usually means open-source where feasible, documented exit paths where not, and DSGVO as a default rather than an afterthought. The question I work from is which tool I can afford to leave when the contract changes shape, and that's a narrower test than what the industry usually asks.

08

The question I keep asking

My method is one question asked continuously: what is the next risk, and can I avoid or mitigate it? I budget and staff reinforcement from day one of a programme, rather than letting it become the line item a steering group rediscovers at month six when it's already too late to act.

Background,
in brief.

What the work
is really about
I lead transformations on businesses that can't be paused for the change. One typical shape is a sales-system migration running parallel cutovers across regions, while sales cycles keep going uninterrupted. Another is a data platform rebuilt while the index keeps publishing. The programmes have to land on time with the lights staying on, which is most of what makes them interesting.
Where I'm
strongest
Both C-level and operational. I'll sit in the board meeting and the engineering room in the same week, sometimes the same day. The mandate history covers the C-level side. The open-source repos alongside are there so the operational claim is verifiable, not rhetorical.
The pattern
across the work
The through-line is continuity. Clients come back to me, sometimes a decade later, in a different role at a different firm, with a new problem. What I actually do once they're back is put strategy and execution in the same room and build the delivery machinery that keeps them there, either under an executive mandate, as programme lead, or as board-level advisor. Live operations throughout, because there's rarely a graceful way to pause.
What's unusual
about the mix
I build AI tooling for the same kind of organisation that has to adopt it, and I ship it open source. Throughline came out of that intersection, the memory problem you only see after watching enough change programmes forget what they had already learned.
What comes
back
Across the engagements above, what clients say afterwards tends to hit the same three notes. Estimates that land close to reality. Risks called early, before the programme has a reason to look for them. And answers delivered plain, even when the answer isn't the one the room was hoping for. Those calls hold up later.
What I got
wrong
One mandate I couldn't deliver. I misread the political structure at the client, underestimated how fractured the leadership coalition really was, and assumed sponsorship where there was only tolerance. The work stopped landing, and I chose to leave rather than keep producing outputs that wouldn't stick. What I took from it, and I now insist on before accepting a new mandate, is reading the coalition before the problem.
A quiet
signal
A senior client from thirteen years ago moved to a new organisation and asked me back for a new mandate.
A specific
focus
Digital sovereignty is the thread I keep pulling. The work is reducing vendor and licence dependency, designing clean and documented exit routes out of SaaS monopolies, and keeping DSGVO and GDPR-compliant data sovereignty as the default in every architecture I own. My framing is practical rather than ideological. I treat sovereignty as a cost-and-risk line item that belongs inside the architecture decision, not next to it as a policy afterthought.
Works-council
experience
I treat Betriebsrat engagement as design input. They contribute to workflow change, digitalisation scope and AI rollout decisions from inside the programme plan, rather than as a sign-off step near the end once most of the decisions have already hardened.
How I engage
The engagement usually takes one of three shapes: executive mandate at C-suite or head-of-function level, programme management as lead or director, or strategic advisory when an embedded role isn't right for the problem. P&L, M&A screening and board reporting are all comfortable ground from the eleven years I ran my own consultancy and the mandates since.
Stack
Hands-on (2025–2026) Python PostgreSQL + pgvector Dagster dlt Metabase Ollama (local inference) Claude API · Claude Code MCP (Model Context Protocol) Docker
Architected or led, last 24 months Microsoft Azure · Functions · KeyVault Google Cloud (GCP) Microsoft Dynamics 365 Dynamics Business Central HubSpot (Sales · Marketing · Service) Salesforce (Sales · Service) SAP S/4 · BW Knowledge-graph schemas
Deeper history (not current hands-on) Oracle Siebel · Fusion · eBusiness Bloomberg AIM Oracle · MS SQL · MySQL · MariaDB MongoDB · Firestore · Firebase Elasticsearch · Kibana TypeScript · Kubernetes
Methods & standards ITIL v4 (Service Manager) Six Sigma · KAIZEN PRINCE2 Scrum (PSM1) ISO/TÜV IT Documentation eTOM
Certifications
TOGAF · ITIL Service Manager · eTOM · Six Sigma & KAIZEN · St. Gallen Institute — Digitalisation & Migration · Systemic Resonance Coach (KOR®).
Languages
German (native) · English (C2, business) · Russian (conversational) · Hebrew (basic).
Writing
The catastrophe I keep waiting for — on the AI labour displacement that hasn't arrived where the macro forecasts said it would, and the inverse current the surveys aren't built to see. On Medium ↗.
100 hours of oil paint over an AI image — a lived reflection on where automation belongs and where it doesn't. On Medium ↗.
FireScore — measures employee acceptance and resistance before technology is procured. Anonymous, by activity, agreed with the Betriebsrat. On Medium ↗.
Throughline — why it exists — a technical note on why an AI assistant's memory belongs to the vendor rather than the user, what breaks in practice, and the design constraints that fell out. In the repo README ↗.
References
Named employers and clients are visible on LinkedIn. Two C-level references from the 2016–2021 asset-management mandates (Bloomberg AIM compliance platform and global CRM cloud migration, combined ≈ five years, fifteen country sites, zero live-portfolio incidents, on-plan delivery), callable after mutual interest and NDA.
Michael Kupermann
Michael Kupermann · Düsseldorf

If the technology is
the easy part —
we should talk.

I take on a small number of mandates and advisory engagements each year. They're usually transformations, turnarounds, or board-level work. Those are the situations where the technology turns out to be the easy part once someone's sorted out the organisation around it.

Currently on mandate. Small advisory engagements accepted now.