As a decision-maker, do you want to avoid surprises and
concentrate on the essentials?

For a fact- and solution-oriented project work in the energy sector!

In an appreciative and innovative environment, I bring my strengths to bear for the benefit of my clients.

For me, it is crucial that I can contribute my interdisciplinary / generalist understanding of tasks, my pronounced process orientation or the ability to illustrate complex issues.

For me, it is a matter of course to ensure at the internal and external project interfaces that the issues at hand are interlinked and not viewed in isolation. In this way, I also build bridges between all those involved and ensure that they have a good understanding of the overarching goals.

In the past I have worked on projects in the fields of hydropower, geothermal energy and solar thermal energy. For some time now, I have been actively accompanying the development of a wind farm project.

As my professional roots are in conventional power plant construction, I am familiar with a wide range of technologies and can support you accordingly in your projects.

The overarching "umbrella" is my overall understanding of the energy sector, acquired over many years.

It is important for me to get into conversation with you at an early stage, because this homepage can only give you a first impression of me.

And only in conversation can I get a picture of your specific project situation.

Together we will find out very quickly in this way whether cooperation can be beneficial.

I would also be happy to take this opportunity to provide you with my resume, a brief profile and references.

When a project crisis is looming, the project manager usually feels uncomfortable in his/her role very early on. Discussions with stakeholders become more conflictual and emotional. Critical situations, whether technical or personal, increase.

A project crisis does not arise overnight! Therefore, it is important to recognize indicators of a crisis at an early stage.

The Society for Project Management (GPM) correctly emphasizes that not only "hard facts" / factual issues are suitable as indicators, such as significant cost overruns, delays that can no longer be made up, or significant quality problems.

It is in line with my experience that "soft facts" also indicate an emerging project crisis at an early stage. GPM mentions, among other things, a reduced communication with the client, the accumulation of misunderstandings and justifications or the concentration on secondary activities. [Source: GPM Competence-based Project Management (PM3)].

Because expectations are often merely assumed instead of being explicitly clarified at an early stage! Also, project managers often take on too many operational issues themselves in day-to-day business.

In this context, managing stakeholders and their expectations is the key to project success and thus the central task of project management.

Clients and other important stakeholders want to be able to understand how the project is progressing. They need to know that the project management is doing everything possible to ensure the success of the project. Only then will they have the necessary confidence in the project management, even in difficult situations!

Therefore, project management must communicate proactively, regularly, and transparently with its key stakeholders.

In day-to-day business, however, "the essential is often sacrificed for the urgent". It is usually the interdisciplinary topics at the interfaces that have to be moderated and coordinated in a time-consuming manner so that no quality gaps occur.

I have also observed that issues are "delegated back" to project managers when experts shy away from responsibility.

For this reason, I specifically relieve the project management and other responsible parties of the management of operational project issues. In this way, I give them the freedom they need for successful stakeholder management.

At the same time, I ensure that they do not lose touch with the operational issues that are critical to success. In addition, I am happy to provide support in the preparation of complex topics for goal-oriented stakeholder communication.

Thanks to my many years of experience in the project business, I can give you clear advice on the selection of suitable team members.

If you wish, I can support you in the targeted search for technical, commercial, legal or management expertise.

I can also draw on an extensive network of experts, managers and service providers from the energy sector.

In principle, you can involve me in any phase of a project, ideally already during project development.

In my experience, it is crucial to have the later project implementation in mind when developing a project. This includes early technical-commercial interface management.

On the other hand, this must not be allowed to tempt you to work out all the details before the contract is awarded or the investment decision is made.

Therefore, it is important to take a measured approach to the detailed work during project development and focus on the critical cornerstones.

Here I can support you specifically, because I am familiar with the development as well as the realization of energy projects. I can also help you to manage the transition between these phases smoothly.