Zurich, Switzerland
I am a senior leader at director level with a focus on transformation, organizational development, and leading large operational units. In international corporate environments, I have successfully built new organizations, implemented global delivery and sourcing models, and led complex digital and DevOps transformations. My strength lies where change is essential: realignment, scaling, turnaround, and performance improvement. I take ownership of people, performance, and P&L and confidently guide teams through demanding strategic and operational change processes. I am always interested in opportunities to help corporations, industrial groups, or ICT service providers deliver impact through targeted transformation and excellent leadership.
As Head of DevOps Partner Management, my team and I are responsible for our relationships with key suppliers and the continuous optimization of ICT service delivery . In my role, I have led a major insourcing initiative and developed and established several strategic delivery locations, including the founding of the Swisscom DevOps Center Riga and the merger of NGT International into the Swisscom DevOps Center Rotterdam. As Head of the Wave2Sourcing initiative, I am responsible for the global realignment of ICT service delivery to ensure we are well-positioned for current trends such as cloud computing and AI. Together with my local and international team, we are working on the continuous optimization of Swisscom's partner portfolio, thereby making a significant contribution to Swisscom's profit and loss each year. At Swisscom, we are always looking for great people to strengthen our team. If you are interested in roles in (ICT) engineering, e.g. as a DevOps engineer, product owner or release train engineer, then get in touch.
As part of a major insourcing initiative of Swisscom, I selected, founded and established the Swisscom DevOps Center Latvia, including legal setup, organizational design and operating model. That was a major milestone in our journey have the best and coolest DevOps-Setup in Europe. As part of this role I build the local leadership team and scaled engineering, DevOps and cloud delivery units. We fully integrated the Riga center into Swisscom’s DevOps ecosystem, covering culture, processes, tools and delivery governance. I am delighted that, in this role, I was able to lay the foundation for an extraordinary success story. In 2026, over 200 DevOps Engineers work successfully for Swisscom in Riga. If you are interested in DevOps, get in touch with the local team to join Swisscom in Riga.
During my time at A1 I was a member of the IT management board with responsibility for strategic initiatives, portfolio governance and enterprise‑wide IT transformation. I led the company‑wide DevOps Transformation, including new operating models, organizational redesign, KPIs and cultural adoption. I was responsible for strategic outsourcing, offshoring and sourcing programs, incl. partner selection, contractual frameworks and governance. I worked closely with C‑level stakeholders through steering committees and cross‑organizational transformation programs.
In this senior leadership role, I built and led the IT Delivery Control department supporting all IT line organizations of A1 and aligned external sourcing partners for optimized delivery. I owned the teams Quality Management, Testing & Test Automation, Roaming Management, Enterprise Release Management, Vendor Management, IT finance services and internal infrastructure. I led this large, multidisciplinary organization of ~140 FTE in an international corporate environment and established standardized end‑to‑end delivery processes and KPIs, improving stability, efficiency and transparency across the IT organization for A1.
I led the department IT Strategy & Governance unit, responsible for IT strategy development, organizational design, finance, HR, communications, process management and sourcing. Together with my team of 20 professionals working across multiple domains and functions, I designed and implemented company‑wide IT governance frameworks (architecture, portfolio, compliance, budget). As a core team leader of the sourcing program "Sunrise", we established large offshore delivery centers in India with over 400 FTE for BSS/OSS, SAP and Business Intelligence DevOps Services. I established cross‑functional processes and communication structures to increase transparency and decision-making quality.
As part of the CIO function of ÖBB Infrastructure (Austrian Federal Railway), I led the departement IT Controlling, IT Procurement / Partner Management and IT basic services. I took the program lead for strategic transformation project “Rail‑IT”, defining future IT collaboration and governance across the ÖBB group. My responsibilities included to oversee project and operational portfolios in a complex multi‑stakeholder environment. I successfully managed a direct team of multidisciplinary subject matter experts and large virtual teams and worked closely with C-level leadership.
I was responsible for IT procurement, supplier governance and SLA management across ÖBB‑Infrastructure (~20'000FTE). I led a project for requirement definition and following tender for major software system for a nationwide railway infrastructure asset management system. I optimized service levels, KPIs and supplier relationships to enhance quality and efficiency and implemented standardized procurement and SLA processes supporting organizational modernization. Collaborated across business, operations and supplier organizations.
In this outstanding role at director level at ÖBB ICT Services Ltd, I led a major business unit responsible for departments Key Account Management (which I also headed ad interim), Consulting, SLA/Supplier Management, SAP Competence Center and software development. As a core leadership and board member, I played a key role in restructuring ÖBB‑IKT GmbH (about 1'200 FTE, / EUR 180M revenue) following its company formation. In this position I led ~120 employees across multiple technical and functional departments. In this role, I had regular interaction with all C-level stakeholders to jointly transform and modernize ÖBB's critical IT and Communication Services.
Consulting for global customer contact centers based on Genesys.