Freelancer profile translated to English.

Description

I am called upon when companies lose control, delivery capability, or decision-making ability in critical situations. As an Interim Executive, I rebuild structure, priorities, and leadership so that programs run stably and organizations become controllable again.

I combine operational execution power with governance, PMO leadership, decision logic, and delivery mechanics.

Typical deployment situations: transformations, portfolio chaos, program crises, digitalization blockages, or acute performance drops.

My roles – different entry points to the same profile:

- Transformation Lead: Sharpening the operating model, resolving fragmentation, making the organization governable again.

- Head of PMO / Governance Lead: Establishing priorities, KPIs, reporting, and escalation logic – management becomes capable of making decisions again.

- Program Manager: Stabilizing programs, ensuring delivery capability, establishing cost/time/quality control.

- Digital Change Lead: Translating data into real control, anchoring digital KPIs, establishing adoption.

- Turnaround Lead: Stopping value destruction, setting up a measures portfolio, stabilizing results & liquidity.

What clients value about me:

- Clarity under pressure

- Rapid effectiveness from day 1

- Structure + Leadership + Execution from a single source

- Measurable impact on results in a short time

My goal:

Quickly stabilize companies in special situations – until programs, teams, and organizations function reliably again.

Industry field of expertise

Languages

English
Native or bilingual
German
Native or bilingual
Turkish
Conversational

Workplace preferences

Can work on-site

Heidelberg (up to 50km)

EVOTAS GmbH
Managing Partner / Interim Executive
April 2016 - Today (10 years and 2 months)
69 Heidelberg, Germany
• • Independent activity as Interim Executive with mandates in Business Transformation as well as Program & PMO Leadership.
• • Engagement in PE-led, family-owned, and international industrial and technology companies.
• • Focus on PMO design, control and decision logic (governance), system order, and measurable value creation.
• • Sparring partner for owners, CEOs, and PE in critical control and performance situations.
PMO Change Management & Transformation
MEKRA Lang LLC
Interim Senior Program Manager (Governance)
AUTOMOBILE
August 2019 - March 2025 (5 years and 7 months)
Columbia, United States
Mandate: Stabilization of a global OEM program and realignment of the governance architecture to restore structure, decision-making capability, and cross-functional controllability. Reporting to the CEO.
Impact:
• Redefined control model and decision framework for program, cost, variant, and change management; clearly defined roles, decision, and escalation paths across USA/GER/MEX.
• Standardized camera-based PEP with milestones, deliverables, maturity, and KPI logic, and integrated into uniform decision routines.
• Tighter coupling of program and plant control, integrated program KPIs into plant reporting, and established cross-functional control rhythms between engineering, supply chain, and production.
• Moderated APQP/PPAP processes across multiple plants, prepared gate reviews, and secured approvals for series production readiness and launch.
• Stabilized supplier quality through audits, escalations, and structured selection/approval concepts; addressed OEM escalations with Volvo Trucks and brought them into regulated channels.
Value Created:
• Program stabilized, Tier 1 status and key customer relationship with Volvo Trucks secured.
• Decision paths shortened, transparency over costs, variants, risks, and maturity levels significantly increased.
• Series production readiness and launch stability improved, connection between program and shop floor strengthened.
• Delivery and quality performance brought to a level acceptable to OEMs.
Change Management & Transformation Governance PMO Program Management Launch Management
Matrix42 AG
Interim Vice President Customer Service
SOFTWARE PUBLISHING
April 2018 - February 2019 (10 months)
Frankfurt, Germany
Mandate:
Structuring and stabilizing a service-critical organizational unit under PE ownership to restore prioritization, decision-making capability, and value realization; reporting to the CEO.
Impact:
• Established and anchored PMO, SMO, and Academy as a consistent governance backbone for Service Delivery.
• Introduced PIPE control logic to link software delivery, releases, and customer projects through a unified control logic.
• Developed a resource and capacity model including skill matrix and partner management and integrated it into planning.
• Established structured decision and escalation routines between Sales, Delivery, and Support to reduce friction and repeated loops.
• Professionalized the Academy (onboarding, training quality, service performance) and integrated it into the organizational logic.
• Coached directors in prioritization, cross-functional alignment, and decision discipline within the new control framework.
Value Created:
• Service organization stabilized, capacity and deployment planning significantly improved.
• Transparency and controllability increased through PIPE governance and PMO/SMO structure.
• Customer experience and delivery capability noticeably strengthened.
PMO Project Management Training Design Business Transformation