Bonn, North Rhine-Westphalia, Germany
I lead technical implementation and operations for critical infrastructure where telecommunications, energy, real estate and digital operations converge. My experience spans carrier-grade ICT infrastructure, nationwide EV charging rollout, data center and network energy programs, and strategic initiatives with direct senior-executive visibility. I create the most value where infrastructure has to move from strategy into execution: multi-site rollout, vendor and partner orchestration, operational readiness, energy efficiency, availability, and transformation under real-world constraints. My leadership style is pragmatic, structured and execution-oriented — combining strategic clarity with the ability to mobilize teams, partners and stakeholders across complex technical environments.
Lead a department of 70+ employees across four teams with responsibility for €70m CapEx and €100m OpEx. Action: Own end-to-end delivery of critical power, cooling and rack-space infrastructure for Deutsche Telekom’s technical locations in Germany. Result: Strengthen delivery governance, operational resilience and production capability for business-critical ICT infrastructure. ---------- Steer internal teams and the full-service operations provider ISS across critical infrastructure operations. Action: Optimize operational processes, provider governance and incident-response structures. Result: Increased efficiency, reduced reaction times and improved governance for critical incidents within the “Rock Solid” program. ---------- Lead digitalization and automation initiatives across delivery and build processes. Action: Implement RPAs, a single-order-entry portal and prepare the transition toward a new workflow-management / Camunda platform. Result: Reduced manual work, increased process transparency and laid the foundation for more scalable, data-driven execution. ---------- Build cross-functional transformation capabilities across the department and DT group interfaces. Action: Established a dedicated Scrum team for digitalization and standardization initiatives and founded the DT group-wide “Energy@Technik Gilde” community. Result: Accelerated standardization, knowledge-sharing and energy-related collaboration across technical functions. ---------- Lead leadership transformation and reskilling within the department. Action: Shift teams toward data-driven execution, stronger ownership and cross-functional delivery. Result: Built a more future-ready organization for critical infrastructure implementation and operations. ---------- Represented Operations in the ISS Operational Committee, ensuring structured governance, operational readiness, stakeholder alignment and escalation management across critical infrastructure services.
Led the Real Estate & Energy business unit with 65 FTE, €25m CapEx and €400m OpEx responsibility. Action: Managed lease, energy and real-estate operations for mobile network infrastructure. Result: Delivered stronger commercial steering of lease portfolios, energy costs and rollout-critical real-estate activities. ----------- Owned the agile transformation and reorganization of the unit while outsourcing key activities to strategic partners. Action: Redesigned the operating model, standardized processes and implemented a new partner-based sourcing setup after three major RFQs. Result: Reduced internal FTE by 25% while strengthening the partner model and maintaining delivery performance. ----------- Managed rollout-critical site-acquisition and lease-agreement delivery for mobile network infrastructure. Action: Improved performance in securing existing sites and acquiring new property for network rollout. Result: Delivered 15% more contracted sites than the rollout target in 2022 despite ongoing reorganization. ----------- Owned real-estate partner strategy and governance with TowerCos and infrastructure partners, including ATC Towers. Action: Implemented a new governance and partner-management model. Result: Improved accountability, transparency and steering quality across strategic infrastructure partnerships. ----------- Drove digitalization of contract-management and energy-data processes. Action: Introduced contract mining, data analysis and supported the smart-meter rollout across German network sites. Result: Enabled more data-driven portfolio management and supported the rollout of 22,000 smart meters by March 2023. Steering committee member for complex mobile network infrastructure programs, covering tower infrastructure, rooftop site challenges, cross-MNO alignment, escalation management and decision preparation for senior stakeholders.
Owned the rollout of e-mobility charging infrastructure for Deutsche Telekom. Action: Built and implemented the end-to-end production model for the DC fast-charging business. Result: Established the operational foundation for scaling hypercharger infrastructure. -------- Led delivery across site readiness, supplier coordination, installation and operational handover. Action: Coordinated internal Telekom stakeholders, external partners and general contractors. Result: Brought 120+ DC superchargers live within one year. -------- Built an agile rollout organization as Product Owner. Action: Introduced Scrum-based delivery structures for fast-charging infrastructure deployment. Result: Increased execution speed, transparency and cross-functional coordination in a new infrastructure business. -------- Managed the setup of a new general-contractor delivery model. Action: Selected, onboarded and started construction with a new general contractor in less than three months. Result: Accelerated rollout readiness and reduced time-to-build for the fast-charging production model.
Managed strategic projects and cross-functional programs across Deutsche Funkturm and Deutsche Telekom group interfaces. Action: Translated executive priorities into program governance, C-level decision papers and implementation structures. Result: Enabled clearer decision-making and more structured execution of strategic infrastructure initiatives. --------- Led Germany-wide mobile-network infrastructure rollout initiatives using agile and OKR-based steering. Action: Improved permit-management processes, reporting and cross-functional delivery governance. Result: Increased building applications by 20%, reduced processing times by 2–3 months and doubled the number of granted building permits per month. --------- Program-managed HAPS, a high-altitude platform systems initiative for mobile connectivity from the stratosphere. Action: Led international cooperation activities with other telcos and technology partners. Result: Advanced Deutsche Telekom’s exploration of new mobile-connectivity infrastructure models. --------- Owned the transformation of project and program management at DFMG as Product Owner. Action: Implemented a fully digital and automated reporting tool supporting agile, classical and hybrid project-management methods. Result: Improved transparency, governance and steering across DFMG’s project and program portfolio. --------- Supported carve-out activities and further internationalization initiatives. Action: Coordinated strategic workstreams, supplier negotiations and executive-level preparation. Result: Strengthened organizational readiness for structural and international growth initiatives.
Operationally led the staff and operating office of Deutsche Telekom’s Group CTO. Action: Managed the central interface between top management and program/project leaders across the technology organization. Result: Improved executive alignment, governance and decision preparation for group-wide technology initiatives. -------- Supported Group Management Board and C-level decision-making. Action: Prepared decision papers, information briefings and executive governance formats. Result: Enabled clearer, faster and better-structured decisions on strategic technology topics. -------- Coordinated group-wide corporate governance bodies in the technology board area. Action: Prepared, structured and executed management meetings and governance routines. Result: Strengthened transparency, follow-up discipline and cross-program steering at executive level. -------- Managed strategic vendor-management briefings and top-management partner relations. Action: Prepared executive-level materials and relationship formats for strategic partners including Facebook and South Korea Telecom. Result: Improved executive readiness and partner engagement on strategic technology collaborations.
Led international projects and innovation initiatives in Deutsche Telekom’s technology board area. Action: Managed cross-functional project workstreams and reported progress up to C-level. Result: Advanced strategic technology initiatives across network infrastructure, open hardware and software-defined infrastructure. ---------- Project-led the rollout of gigabit fibre infrastructure in Croatia through the TeraStream initiative. Action: Coordinated technology, implementation and stakeholder workstreams. Result: Supported the deployment of next-generation fibre infrastructure in an international operating environment. ---------- Drove Deutsche Telekom’s contribution to OpenHardware initiatives, including OCP and TIP. Action: Coordinated work on open-source / white-box hardware concepts for telco and data-center infrastructure. Result: Strengthened DT’s role in open, scalable and more cost-efficient telecom infrastructure models. ---------- Led project activities for Software Defined Data Center within the DTAG / South Korea Telecom cooperation. Action: Connected internal technology teams with external innovation partners. Result: Supported the development of software-defined infrastructure capabilities and international technology collaboration.
The Start-up Trainee program of Deutsche Telekom AG enables one over 18-24 intensive months to gain experience abroad and in Germany within the whole DTAG group. Assignments: o Customer service o Internal consulting (Center for Strategic Projects), Practice Business Processes & IT o Production- and process-steering o CTO: Strategy, Technology & Innovation Action: Rotated through customer service, internal consulting, production/process steering and Group CTO strategy assignments. Result: Built a broad operating perspective across customer operations, technology strategy, process transformation and group-wide program delivery. ---------- Supported customer-service transformation initiatives. Action: Developed and tested measures to reduce call-handling times and improve CRM processes through proof-of-concept implementations. Result: Contributed to more efficient service processes and stronger customer-service steering. ---------- Managed project activities in Deutsche Telekom’s internal consulting environment. Action: Supported the group-wide “Steckerleiste” program to enable third-party services via standardized APIs. Result: Helped create more scalable integration structures for digital services across the group. ---------- Acted as operational project lead for “Magellan,” a Group CTO program focused on network-function virtualization. Action: Coordinated program activities around virtualizing telco network functions. Result: Supported Deutsche Telekom’s strategic move toward software-based, virtualized network infrastructure. ---------- Delivered a corporate-strategy assignment for OTE in Greece. Action: Developed a feasibility study for implementing smart energy grids on Greek islands. Result: Provided strategic input at the intersection of energy infrastructure, telecommunications and digital transformation.