egy
AI is the
new game.
Define the rules – and empower your team to play the winning hand.
Buying AI
is easy.
Making it work
is the job.
budget might.
Buying a tool, launching a pilot, investing in a startup – that's the easy part. The hard part is real adoption: use cases that solve real problems, make people's work easier, increase efficiency – and lower costs overall.
That means taking people along – showing how the tools work and taking away the fear. And it means being honest and clear with leadership when they are busy with their daily operations.
Most organizations have not planned for the AI budgets. And there will be an ongoing discussion about the best LLM, how much to spend on tokens, and what to do with sensitive data.
I am passionate about
Technology moves faster outside our organizations than inside them. Customers expect more, margins are under pressure, and a new generation of talent wants to work differently. Leaders are busy running today's business – and tomorrow arrives anyway. Closing that gap is the real strategic task.
We don't advise from the outside – we make these calls from the inside and implement them fiercely as a team, all the way into daily operations. Our track record shows how to hit the ground running – from pain point to solution.
Make or buy? Building everything in-house takes time we no longer have – and many of today's top talents work in startups, with solutions that are ready now. For every pilot, there must be a clear, costly business pain point – so that implementation has a cost-saving potential of 5–10x.
At REHAU, I'm now building my second venture client unit from the inside. We start with real problems – the deeper in operations, the better. We set clear KPIs from day one and settle budget, IT and ownership before the pilot – KPIs carry innovation through tough times and tough stakeholders.
Shadow AI. When employees don't get access to the right tools, they use their own – and nobody knows where and how company data is being shared.
At REHAU, the AI mandate grew out of a single venture client pilot – because we benchmarked different tools to understand which is the right one for our users. Today we empower the REHAU group to use LLMs efficiently, safely and with confidence: the AI Academy builds the competence, the AI Space is our secure LLM tool for everyone, and in the AI Factory we build AI skills, agents and workflows.
Speaking & teaching.
The great aim of education is not knowledge
but action.
I bring learnings from the shop floor into the lecture hall – and theories back into the boardroom.
In my lectures for executives and students, I talk about the wins, the obstacles and the failures – and why it matters to innovate.
I truly enjoy exchanging stories with the people who will shape tomorrow's companies.
Boards & advisory.
Accederate helps young RegTech companies win their first customers and the right networks – and helps established companies develop new business models and grow revenue.
On the board, I bring the view of the industrial buyer: which solutions really get adopted, scaled and paid for – and how to get there.
Every now and then, I take on selected advisory mandates – wherever I believe I can truly make a difference. I bring my experience and understanding of what really gets adopted, scaled and paid for.
Writing.
How incumbent firms can tap into start-up innovation as customers – and what makes these unequal partnerships work.
Notes from inside a real industrial transformation – on corporate venturing, AI adoption and leading change. One problem at a time.
How venture clienting turns startup partnerships into measurable results – and how we move pilots into production.
AI is the
new game.
Define the rules – and empower your team to play the winning hand.
Buying AI
is easy.
Making it work
is the job.
Buying a tool, launching a pilot, investing in a startup – that's the easy part. The hard part is real adoption: use cases that solve real problems, make people's work easier, increase efficiency – and lower costs overall.
That means taking people along – showing how the tools work and taking away the fear. And it means being honest and clear with leadership when they are busy with their daily operations.
Most organizations have not planned for the AI budgets. And there will be an ongoing discussion about the best LLM, how much to spend on tokens, and what to do with sensitive data.
budget might.
I am passionate about
Technology moves faster outside our organizations than inside them. Customers expect more, margins are under pressure, and a new generation of talent wants to work differently. Leaders are busy running today's business – and tomorrow arrives anyway. Closing that gap is the real strategic task.
We don't advise from the outside – we make these calls from the inside and implement them fiercely as a team, all the way into daily operations. Our track record shows how to hit the ground running – from pain point to solution.
Make or buy? Building everything in-house takes time we no longer have – and many of today's top talents work in startups, with solutions that are ready now. For every pilot, there must be a clear, costly business pain point – so that implementation has a cost-saving potential of 5–10x.
At REHAU, I'm now building my second venture client unit from the inside. We start with real problems – the deeper in operations, the better. We set clear KPIs from day one and settle budget, IT and ownership before the pilot – KPIs carry innovation through tough times and tough stakeholders.
Shadow AI. When employees don't get access to the right tools, they use their own – and nobody knows where and how company data is being shared.
At REHAU, the AI mandate grew out of a single venture client pilot – because we benchmarked different tools to understand which is the right one for our users. Today we empower the REHAU group to use LLMs efficiently, safely and with confidence: the AI Academy builds the competence, the AI Space is our secure LLM tool for everyone, and in the AI Factory we build AI skills, agents and workflows.
Speaking & teaching.
The great aim of education is not knowledge
but action.
I bring learnings from the shop floor into the lecture hall – and theories back into the boardroom.
In my lectures for executives and students, I talk about the wins, the obstacles and the failures – and why it matters to innovate.
I truly enjoy exchanging stories with the people who will shape tomorrow's companies.
Boards & advisory.
Accederate helps young RegTech companies win their first customers and the right networks – and helps established companies develop new business models and grow revenue.
On the board, I bring the view of the industrial buyer: which solutions really get adopted, scaled and paid for – and how to get there.
Every now and then, I take on selected advisory mandates – wherever I believe I can truly make a difference. I bring my experience and understanding of what really gets adopted, scaled and paid for.
Writing.
How incumbent firms can tap into start-up innovation as customers – and what makes these unequal partnerships work.
Notes from inside a real industrial transformation – on corporate venturing, AI adoption and leading change. One problem at a time.
How venture clienting turns startup partnerships into measurable results – and how we move pilots into production.