Service Delivery & Operations Ownership
Leadership, structure and development of IT organisations
- ✓Building and developing service-oriented IT organisations
- ✓Technical and people leadership of IT teams including coaching and performance development
- ✓Structuring IT processes (SLA, KPI, reporting) for stable services
- ✓Steering external partners and transparent budget and cost control
- ✓Business-IT interface: prioritisation, governance and sustainable delivery
My understanding of IT management
Leadership, service and operations coordination, team development and clear priorities
What I take on in IT management
Leadership, service management and reliable delivery
Prioritisation & alignment (between business and IT)
I structure requirements, make dependencies visible and create decision-making capability — with clear priorities, transparent trade-offs and traceable status.
Service & operations management
I stabilise and improve IT services: Incident/Request/Problem/Change, knowledge base, SLAs/KPIs, escalation paths and clean handovers from projects into operations.
Team leadership, coaching & performance
I set clear expectations, develop employees through coaching and feedback and create a service-oriented culture.
Vendor & partner management
I manage external partners through clear deliverables, SLAs and governance, coordinate 3rd-level support and ensure transparency over quality, costs and risks.
Reporting, quality & risk management
I build lean reporting (KPIs, trends, root causes) and derive concrete improvement measures. Focus is on stability, security and user satisfaction.
Cost & resource management
I plan and manage budgets and resources in the area of responsibility (licences, services, external services) and prioritise investments along benefit and risk.
Tools & methods
Frameworks and tools for leadership, service and operations coordination, and delivery
References from the collaboration
From collaboration in delivery and platform ownership
Martin played an important role at the interface between management, engineering, operations, and external stakeholders. He helped us bring structure to complex platform and operations topics, supported the development of our engineering team, and created clear decision-making materials around priorities, risks, resources, and implementation options. What stood out was his ability to translate technical platform challenges into management-relevant decisions while keeping business goals and operational stability in focus. Martin was a reliable, structured, and trusted partner throughout our collaboration.
Ich habe mit Martin 1,5 Jahre in einem agilen cross-funktionalen Team bei OTTO zusammengearbeitet. Wir verantworten einen sehr wichtigen Teil des live-Shops und arbeiten mit einer Vielzahl live-kritischer Teams direkt zusammen. Martin war bei uns in einer Rolle mit technischer Verantwortung und Delivery-Fokus eingesetzt. Die Zusammenarbeit mit ihm empfand ich als sehr wertvoll. Er lieferte inhaltlich ab, war ein toller Sparringspartner, half an jeder Stelle, konzipierte Lösungen, setzte sie um, fixte Bugs und war immer einer der ersten, der sich meldete, wenn ein Freiwilliger gesucht wurde. Martin war ein großer Fan unseres Teams, wobei sich sein Enthusiasmus von Beginn bis zum Ende des Einsatzes durchzog. Er war immer gut erreichbar und ansprechbar. Kulturell schaffte er in schwierigen Zeiten durch seine angenehm ruhige Art eine wichtige Balance im Team. Mit großer Motivation stürzte er sich in längere Umbauten und zog diese bis zum Ende durch. Dabei konnte er z.B. sein SEO-Know-How einbringen und sprach sich ohne Betreuung mit Kollegen aus anderen Teams ab. Es war eine super Zeit, gerne wieder!
Core competencies
Leadership, service management and clear priorities
Interested in structured, service-oriented IT leadership?
Happy to discuss how I can take responsibility for IT services, teams and priorities and help develop your IT organisation.