IT consulting and project management. Since 1994.

We take on overall delivery of IT projects involving multiple work streams, external suppliers and parallel programmes of work. The choice of approach, classical PRINCE2, agile or hybrid, follows the project's risk profile and the maturity of the organisations involved, not methodology dogma. We are accountable for board-level status reporting, risk management along documented escalation paths, and handover into business-as-usual operations under ITIL. Typical engagement: corporate environments with multiple subsidiaries, internal business units and external implementation partners, where clear lines of accountability and a robust plan over the full project lifecycle determine whether the work succeeds or stalls.

We support IT decisions from needs assessment through to supplier selection. Evaluations follow documented criteria, functional fit, total cost of ownership, integration capability, supplier risk, and remain auditable for both internal and external review. Our advice is technology-neutral: recommendations follow the client's requirement, not vendor partnerships. For IT roadmaps we link multi-year target architectures to delivery-ready quarterly and annual plans, including make-or-buy assessments and dependencies on programmes already in flight. Clients are typically boards or IT leadership teams looking for an independent second opinion on a pending investment or architectural decision, before contracts are signed.

We plan migration and transition in clearly defined stages: discovery, target architecture, data-model mapping, cutover and hypercare. Each stage has explicit success and abort criteria as well as a documented rollback path. For complex data migrations we run parallel operation with reconciliation passes to surface inconsistencies before the final cutover. End-to-end documentation is part of the standard delivery. It is a precondition for audit trails in regulated industries such as pharmaceuticals, automotive and the public sector. Typical engagements: replacing legacy SQL Server estates, platform changes for line-of-business applications, or consolidating identity systems following corporate mergers.

Lifecycle management starts with procurement and ends only with documented decommissioning. We design asset-management processes that capture hardware, software licences and virtual components across the full lifecycle, from inventory through operational use to data-protection-compliant disposal. Standards align with the BSI baseline protection (Grundschutz) and with the client's own compliance requirements, for example media sanitisation and licence evidence. In the public sector and other regulated industries, orderly decommissioning is audit-relevant; we provide the supporting evidence as part of the engagement. Operational handover to in-house teams runs against defined run-books and escalation rules documented for periodic audit.

High availability is a question of defined recovery objectives, not marketing claims. We design cluster and failover architectures around concrete RTO and RPO targets derived from business impact analysis. Virtualisation serves the consolidation of physical infrastructure and improved utilisation, sensible where the operational benefit justifies the additional complexity. We work platform-neutrally with VMware, Hyper-V and KVM and decide case by case based on existing licences, in-house skills and integration requirements. Business-critical systems in banking and finance, in pharmaceutical production and in the public sector form the typical context, where downtime carries either regulatory or financial cost.

AI initiatives rarely fail on the model. They fail on data, infrastructure and governance. We start with a use-case assessment that weighs business expectation, data availability and economic case against one another. From this baseline we define infrastructure requirements, compute, storage, network security, identity integration, and integration paths into the existing IT estate. Regulatory considerations from the EU AI Act, GDPR and industry-specific frameworks are treated as architectural requirements from day one, not as a compliance afterthought. Clients receive a technology-neutral assessment of whether self-hosted operation, managed service or API consumption fits, without hype and without lock-in to particular vendors or model families.

Operational support starts after go-live and secures stable running through the critical stabilisation phase. We align monitoring with relevant service levels, document thresholds and define escalation paths between 1st-, 2nd- and 3rd-line support. Incident management follows ITIL structures without descending into process bureaucracy. Response time and quality of resolution take precedence over formal completeness. For complex troubleshooting we provide 3rd-line expertise on platforms such as Windows Server, SQL Server and the common virtualisation stacks. An orderly handover to in-house operations teams is part of every engagement; run-books, escalation plans and the knowledge base emerge during the work itself, not at project end.

Knowledge transfer is a requirement, not an extra. In every engagement, regular knowledge-transfer sessions with the client's operations teams form a fixed part of the work, running in parallel to the project, not added at the end. Content is targeted at the future ownership structure: 1st-line receives run-books and standard procedures; 2nd-line gains architectural understanding and troubleshooting paths; 3rd-line receives the depth on configuration decisions and the rationale behind them. On long-running engagements we work to a train-the-trainer pattern: internal multipliers are equipped to pass the knowledge on. The objective is not dependence on the external advisor but a capable in-house team after the engagement ends, and with it, the avoidance of single points of knowledge.