Services

Leaders in data-adjacent roles face particular challenges: exerting influence without formal authority, translating between business and IT, making decisions under uncertainty. Teams at the business/IT interface work with different languages, expectations and success criteria. This creates friction — often more than necessary.

What I address

Executive coaching – New role as CDO, data lead or project lead — and the question of how to build influence. Dealing with resistance, complexity and the dual role of being both affected by and driving change. Reflecting on one's own leadership approach and balancing operational demands with strategic leadership.

Team development – Clarifying roles, expectations and responsibilities, especially in matrix organisations. Understanding team dynamics and shaping them productively. Addressing conflicts before they escalate. Developing shared goals — based on the needs of those involved.

Role clarification – Digital transformation shifts accountabilities. Who decides on data quality? Who owns a process end-to-end? I help clarify these questions — not just on paper, but in daily practice.

How I work

I know these roles from my own experience as a Product Owner in IT. My approach combines psychological expertise with an understanding of the specific demands of technology-driven leadership positions. For team development, I draw on methods of needs assessment and vision development that I have researched scientifically.

Format

Individual coaching (60 min., online via Zoom), facilitated workshops, team support over a defined period.

Digital transformation is not an IT project. It changes roles, responsibilities, ways of working and power dynamics. When a new system goes live and half the workforce doesn't understand why, the answer is rarely better training — it's a better process of involvement and clarification.

What I address

Change support for system implementations – ERP, CRM, data warehouse, BI tools: every system implementation changes how people work. I support the human side of this change — from communication strategy through handling resistance to post-go-live support.

Enterprise architecture & process landscape – Modelling business processes, data objects, applications, interfaces and integrations, and strategically linking them to the IT roadmap. Analysing core processes end-to-end, clarifying responsibilities and KPIs. I work with standards like ArchiMate and tools like BOC Adoit.

Understanding and using resistance – Resistance is not a disruption, it's information. It reveals where needs haven't been heard, fears haven't been addressed or participation hasn't been enabled. My research at WU Vienna focused on how to systematically identify and prioritise needs in social systems — I apply this knowledge before resistance becomes a problem.

How I work

I combine psychological expertise with a concrete understanding of the technical and organisational reality. In my hands-on work, I re-mapped core processes end-to-end, modelled enterprise architecture and built a data governance programme. I speak both the language of IT and the language of the business.

For complex ICT decisions, I use VERITAS — a structured method that formulates the implicit assumptions behind architecture and strategy decisions as testable hypotheses and validates them with evidence. → More about VERITAS

Format

Consulting, facilitation, workshops, coaching of project leads. Ongoing support over several months possible.

Data culture doesn't emerge from a manifesto. It emerges when people understand why data matters, when roles are clear and when data-driven work becomes tangible in daily practice. Many organisations have defined roles, created a glossary and set up a governance board — but it remains a formality.

What I address

Building a data culture – Creating spaces where data-driven work becomes tangible. Making the value of data visible to business units. Building a data community that carries governance rather than enduring it.

Anchoring data governance – Operating model, roles (data owners, data stewards, governance board), data strategy, data catalogue, data quality controls. Not as a one-off project, but as something people experience as meaningful and actively support.

Bridging business and data teams – The biggest hurdle in many data projects isn't the technology, it's the communication. Business units and data teams have different expectations and see different value. I facilitate this interface and create shared understanding.

Business-IT alignment – Bridging business requirements and IT architecture. Putting project portfolio and roadmap decisions on a sound footing.

How I work

As Product Owner Data & Analytics, I built a company-wide data governance programme from the ground up: operating model, roles, data strategy, data catalogue, data quality controls, data community. I know what it feels like when a stewardship model works on paper but doesn't land in the organisation — and what it takes to make it work.

For data-driven assessment, I use BI Clarity — an automated Power BI governance audit that analyses your entire reporting landscape at model, report and workspace level, delivering clear actionable recommendations. → More about BI Clarity

Format

Consulting, facilitation, workshops. Ongoing support over several months possible.