I help organisations make technology decisions and deliver change while the business keeps running. As an advisor, programme leader or interim executive, I connect technical decisions with commercial priorities and the people responsible for putting them into practice.
Discuss the work → · Selected experience
Currently on mandate. Smaller advisory engagements are possible at short notice.
The starting point is a decision or a programme that needs clear ownership. The engagement should fit that problem, whether it requires an independent assessment, delivery leadership or an embedded management role.
A platform investment, an AI proposal or a growing dependency on a supplier needs a decision. I examine the business case, architecture, data requirements and organisational consequences. The work should establish which option is justified, what remains uncertain and what needs to be checked before committing.
A migration or transformation has to reach production without interrupting the business. I bring programme direction, technical decisions and stakeholder responsibilities into one delivery plan. That includes confronting an unrealistic schedule, resolving competing priorities and making the next material risk visible while there is still room to respond.
A function needs leadership through a transition, a change of direction or a gap in management. I take an embedded role with responsibility for priorities, people and delivery. The mandate includes building the conditions for the organisation to carry the work after the handover.
Two ongoing engagements show the work I am doing now. Three earlier examples illustrate programme responsibility and business leadership. The full history is available in my profile.
Situation. A tier-1 fibre operator is delivering a rollout that connects technology and architecture decisions with field operations and the people responsible for implementation.
My responsibility. I hold a senior programme role, providing technology and architecture advisory with leadership responsibilities. The work spans field-operations coordination and alignment with the programme's stakeholders.
Status. The mandate is ongoing in 2026. Details of the client and programme are confidential. A more detailed discussion is possible under NDA where appropriate.
Situation. A mid-market client needs to bring CRM, ERP and controlling data together while managing confidentiality requirements and licence-cost pressure.
My responsibility. Architecture and implementation of a PostgreSQL data platform, with governed views, Dagster orchestration, Metabase and audited, read-only access for local AI.
Status. The work is ongoing in 2026. It includes an open-source CRM integration and a documented route away from the incumbent SaaS setup. The repository is private. Architecture and deployment details can be discussed confidentially.
Situation. A global asset manager was replacing local sales systems with Microsoft Dynamics 365 on Azure across fifteen country sites.
My responsibility. Programme leadership, coordinating parallel regional cutovers, sales-process changes and sponsorship from regional management.
Result. The five regions went live to plan, without an interruption to sales operations.
Situation. Asset- and investment-management locations were migrating to Bloomberg AIM's compliance and violations-management tools.
My responsibility. Test planning and governance across trading desks, with parallel runs and support for the people adopting the system.
Result. The three-year programme ran without a live-portfolio incident.
Situation. A growing DACH consultancy serving financial services and telecommunications.
My responsibility. Co-founder and managing director, leading operations, P&L, client acquisition and major programmes, alongside M&A discussions.
Result. The firm grew from its founding team to 110 people over eleven years. It was the vehicle for the client programmes delivered between 2010 and 2021.
Which tasks do people want to keep, and which would they welcome help with? That question belongs in the planning of an AI programme. I developed FireScore with Silke Rengstorf to bring employees' views of their work and its future into the discussion.
An anonymous survey examines individual activities through four dimensions. The responses indicate where people would welcome relief, which work matters to them and what concerns need attention.
The findings provide a basis for discussing future responsibilities, support and the introduction of new technology. They complement technical and commercial assessment. Employees' reported perceptions alone do not predict whether a programme will succeed.
Establish the problem, who owns it and the constraints that matter. Budget, timing, operating requirements and acceptable risk belong in the brief before a solution takes shape.
Check the evidence that could change the decision. Use a limited investigation or pilot where it is worth the effort, and include review, adoption and running costs in the assessment.
Work with the sponsor, line management, employees and the works council from the start. Responsibilities and changes to everyday work need agreement alongside the technical plan.
Surface risks early, preserve practical exit options and make decisions traceable. Delivery includes a handover that leaves the organisation able to run and develop what has been introduced.
I publish selected methods and software so that the reasoning and implementation can be examined beyond a project presentation.
Kupermann Decision Partner structures work with a language model around the problem, evidence and the person's judgment. The article explains the method, its limits and a worked example.
AI can shorten a task. How the saved time is used remains a management decision. This article examines the relationship between relief from routine work, responsibility and work worth doing.
Painting and working with AI raise a shared question. Which activities are a means to an end, and which have value in themselves? A personal reflection connects that distinction with FireScore.
Local AI memory, structured-data enquiries, research and teaching projects. Each has a different purpose and level of maturity. Their technical scope and limitations are collected on the projects page.
I have worked in technology and transformation since 1995, across telecommunications, financial services, industry and the public sector. My background combines running a consultancy, executive mandates and programme leadership with current hands-on work in data platforms and AI. I am based in Düsseldorf and work remotely and on site across the EU.
A short description of the decision, programme or leadership situation is enough to start. Include what needs to change and what makes it difficult. We can then establish whether an advisory engagement or a leadership role fits the work.
Currently on mandate. Smaller advisory engagements are possible at short notice.