Cologne Bonn Region
I lead Digital Transformation & Process Excellence for Fiber Networks & Services at Deutsche Telekom, with a strong focus on scaling AI, automation and digital solutions across the network value chain — from Fiber rollout to network maintenance. My role spans both the build and run dimensions of network operations: planning, logistics, construction, documentation and rollout steering, as well as maintenance, service processes, quality, operational steering and performance management. From a process and IT perspective, I focus on making these value chains more scalable, transparent, efficient and data-driven. Together with my teams, I drive AI-enabled transformation programs that reduce operational complexity, improve data and documentation quality, automate manual workflows, support faster decision-making and create measurable business impact. A key priority is turning AI from experimentation into scalable operational value by embedding it into core processes, digital platforms and day-to-day operations. As part of the #besserzusammen transformation, I help shape clearer roles and responsibilities, stronger end-to-end ownership and better collaboration between central and local teams. AI, digitalization and process excellence are key enablers in this transformation — helping us increase transparency, improve First-Time-Right and strengthen operational performance across rollout and maintenance. I work at the intersection of business, IT, digital product teams, logistics, construction quality, field operations and network maintenance — aligning teams around common priorities, data-driven steering mechanisms and clear outcomes. My ambition is to turn AI-powered digital transformation into tangible value for customers, employees, partners and the business.
I led Central Functions Production for the Fiber Factory and Business Excellence for Field Service at Deutsche Telekom Technik, combining transformation, process excellence, digitalization and operational steering across the Fiber and Field Service value chain. My scope included central competence and support functions for Fiber processes, production quality, application management, design & engineering access, planning and documentation, digital factory, program office, logistics excellence, E2E Fiber & IT, technician ecosystem and product/process introductions. Together with my teams, I drove strategic transformation initiatives to make Fiber rollout and network operations more scalable, efficient and data-driven. Key focus areas included process optimization, digital construction support, automated documentation, AI and Big Data strategies, modern capacity and skill management, automation of dispatching and the development of a data-driven Fiber Factory. The role laid the foundation for my current responsibility in Digital Transformation & Process Excellence, where I continue to scale standardized, AI-enabled and user-centric solutions across Fiber Networks & Services.
As VP Business Transformation & Operational Excellence my responsibility is to drive the transformation of Deutsche Telekom`s Field service organization from a copper focused into a fiber focused customer centric organization while providing the best process and frontline tools for our 7500 technicians and support functions. Focus areas of the department: - Strategy: identify and create new business opportunities and shape the future production model, e.g inclusion of crowd sourcing - Transformation: build up an entrepreneurial mindset in the field workforce - Logistics: get the right people at the right time with the right equipment to the customer - Process design & Improvement: ensure process readiness and get a little better every day - Innovation: find and rollout relevant innovations for field service e.g. augmented reality and big data based use cases - Eco System: provide the tools (from screw driver to IT) for our fieldforce
As VP Strategy & Transformation my responsibility is to drive the transformation of Deutsche Telekom`s Field service organization into the digital age. That includes developing new business models, optimizing processes and shaping the future production model. Focus areas of the department: - Strategy: identify and create new business opportunities and shape the future production model, e.g inclusion of crowd sourcing - Transformation: build up an entrepreneurial mindset in the field workforce - Logistics: get the right people at the right time with the right equipment to the customer - Process design & Improvement: ensure process readiness and get a little better every day - Innovation: find and rollout relevant innovations for field service e.g. augmented reality and big data based use cases Achievements - Successfully entered the eMobility market by becoming a major installation partner within the B2B/B2BC domain - Integrated time uncritical maintenance tasks into production model and increased on time arrival by 3% without any OPEX increase - Successfully implemented an algorithm to predict the most likely task completion time - Implementation of OKR and agile practices at DT Aussendienst and by that significantly reduction project durations - Agile transformation of IT hubs (implementation of SAFE framework) - Big Data @ Field service team successfully established – first use cases have generated significant OPEX saving and helped to identify customer pain points
As VP Lean Management Competence Center my main focus is to enable Deutsche Telekom Service to avoid waste (=OPEX/cost reduction) and at the same deliver best in class customer service. In order to achieve that we apply a combination of analytics (e.g. waste walks, process mining, big data) and agile delivery methods (e.g. by utilizing RPA, agile app development, process redesign ) Our approach is to run an internal center of excellence that provides our business units with best in class solutions. Other focus areas are: -Digital enablement : we educate and develop DT Service employees to become digital pioneers -Agile enablement: we are role models for new ways of working (SCRUM, Squads) and help to implement those approaches across DT Service -Technology: agile testing, raping prototyping and implementation of new technologies that will allow us to deliver better service at lower cost -Development and implementation of wholistic digitalization / automation concepts Achievements - 35 million automated transactions accomplished (~2300 FTE equivalent ) - Various hybrid bot solutions implemented (IT + Bot Solutions ) - First agent support (Human in the loop) bots successfully rolled out - Over 60 internal employees educated to become bot developers or process analysts
As VP Automation & Department Development my main goal is to deliver best in class digitization for the customer service /technical service division of Deutsche Telekom. We therefore deal with: • Finding new ways to digitize processes /implement new technologies • Changing the mindset of the front-line employees and help them to become digital pioneers • Trying out and implementing new technologies like machine learning, robotic process automation and artificial intelligence • Developing apps and (digital) personal assistants for our front line employees • Finding ways to utilize these technologies to deliver better service at lower cost • winning internal customers as adopters/users of our solutions • running and developing the required technical infrastructure Achievements • Exceed our targets , more than double the expected OPEX savings while significantly increasing various quality KPI • Implement new service offerings that would not have been possible without robotics • Get the organization to actually embrace these new technologies and actively drive transformation
As head of Service Excellence my team and I ensure that Service Desk is always able to deliver best in class customer service/customer experiance. My (decentral) team and I therefore deal with: -Workforce Management / Planning -Quality Management / Quality Improvement -Customer experience management -Administrative support -Project Management / Special Projects (e.g. Audits, Workshops, ...) -Process Management / Process improvement -Sales support In the past years Service Excellence was able to: -significantly improve the reliability of workforce planning. -successfully minimize IT downtimes -successfully rolled out numerous IT projects/process improvements , generating significant OPEX savings and improvements in customer satisfaction. -successfully double the sales conversion rate
In 2011 I was nominated to participate in the Telekom X-Change program – a program that aims on fostering cross-cultural exposure and leadership development. I got the opportunity to work for 6 months at B2B Channel Steering (T-Mobile US). My regular duties were: - Compile / evaluate business cases and propose the appropriate next step for the project in question -Decide on handset pricing for the B2B Channel -Support the fieldforce by helping them create attractive but still profitable offers (B2B Offer Desk) -Create a new and more efficient way to evaluate/decide on B2B offers I addition I was able to firsthand experience the cross-cultural challenges during a time of great insecurity (AT&T /TMUS merger).