01
Project & Programme Management
I lead complex digital initiatives at both operational and cross-project level. This includes clear planning, committed stakeholder management and active control of progress, risks, dependencies and escalations.
Freelance Project Manager & Consultant
Bringing complex digital initiatives back on track.
I take ownership when multiple stakeholders, dependencies and competing priorities come together. I create clarity, establish robust structures and move initiatives from planning into reliable delivery.
Project ManagementPortfolio & GovernanceLeadership & Delivery
Services
Taking ownership. Securing delivery.
From hands-on project leadership to establishing robust portfolio and delivery structures.
02
Portfolio & Governance
I create a shared view of current and planned projects, develop transparent prioritisation models and establish clear decision-making and review processes. This connects strategic objectives, available capacity and project planning.
03
Delivery & Transformation
I analyse existing structures and translate specific challenges into practical standards, roles and processes. I connect business, technology and organisation to accelerate decisions and make delivery more reliable.
04
Interim Management & Leadership
I take on time-limited leadership and management responsibility, build teams or functions and stabilise existing delivery structures. To me, leadership means clear direction, dependable decisions and space for people to take ownership.
Methods are a means to an end. Depending on the situation, I work in a traditional, agile or hybrid way and apply my experience in team and organisational development where it improves delivery.
Selected experience
Ownership across projects, programmes and organisations.
Four examples of how I structure complex initiatives, align stakeholders and enable delivery.
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- Plan and manage international country projects end to end
- Coordinate business, IT, agencies and national sales companies
- Actively manage risks, dependencies and escalations
- Establish binding governance and transparent communication
Impact
Multiple international launches were successfully coordinated within a short period. Consistent processes, quality gates and clear ownership created a robust foundation for further country projects.
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- Analyse existing processes, tools and structures
- Develop consistent PM standards across the full project lifecycle
- Design the project pipeline, prioritisation logic and decision paths
- Connect and pilot the roadmap, capacity view and portfolio reviews
Impact to date
The management model creates a shared view of projects, priorities and available capacity for the first time. It connects strategic planning with clear portfolio decisions and is being embedded step by step through practical pilot projects.
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- Build an internal software development function with several cross-functional teams
- Take disciplinary and professional leadership responsibility
- Establish a scaled agile framework for cross-team management
- Manage recruitment, budget, resources, partners and delivery processes
Impact
An independent software delivery organisation with clear ownership and robust processes was established. Building internal capability, targeted nearshoring and focused project prioritisation significantly increased delivery capability while reducing costs.
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- Take commercial and operational project leadership, including budget and people responsibility
- Coordinate the client, business functions, development teams and delivery partners
- Translate requirements into a robust technical and organisational solution
- Establish agile collaboration and develop the platform over more than five years
Impact
The new e-commerce platform established the foundation for further digital business growth. Following its launch, revenue and conversion rate increased significantly, while a stable long-term client relationship was developed.
Approach
From complexity to clear delivery.
I do not start with a standard framework, but with the specific situation. This results in an approach that fits the initiative and the organisation.
Understand
Capture objectives, expectations, constraints and the actual challenges by speaking with the relevant people and establishing a clear view of the starting point.
Structure
Make responsibilities, priorities, dependencies, risks and required decisions visible. Complexity becomes a robust basis for management.
Align
Bring business, technology, leaders, teams and partners together around shared objectives and a binding approach.
Implement & manage
Introduce agreed structures, standards and actions with the people involved. Make progress transparent, remove obstacles, drive decisions and take corrective action when needed.
Embed
Transfer standards, knowledge and ownership so the organisation can continue the structures independently.
References
What clients, stakeholders and teams say.
Voices from shared project work, leadership and software delivery.
“Mr Austerschmidt particularly impressed us with his ability to translate complex business and technical requirements into practical and scalable solutions, and to successfully align diverse stakeholders around shared objectives.”
“What I particularly appreciated about Till was his calm and thoughtful way of working. Even in complex situations, he brought clarity, structure and a welcome sense of composure. He thinks exceptionally clearly, asks the right questions and quickly identifies what truly matters.”
“What I particularly appreciated was his ability to align client expectations with the realities of the development team. He was always fair and realistic, while remaining highly client-focused and communicating clearly and confidently with everyone involved.”
“His ability to strike the right balance is particularly remarkable: providing the necessary structure without micromanaging, and creating continuous value for the client without overloading the team.”
“Till understands Scrum as it should be: a flexible tool for creating business value, not a rigid rulebook. He consistently adapted agile practices to the actual needs of the team.”
“Till has strong project management expertise. His methodology is ideally suited to large-scale digital projects. He is attentive, responsive and consistently finds the right solution.”
About me
Project management with a view of the whole and close to delivery.
Since 2014, I have managed digital projects and transformation initiatives on both the consulting and corporate sides. My experience ranges from hands-on project leadership and international, cross-project management to building and leading a software development function. This means I understand governance and planning as well as the realities of delivery.
Today, I support organisations when complex initiatives require clarity, binding management and sound decisions. I work calmly, directly and with a focus on solutions, leaving behind structures that organisations can continue independently.
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Contact
Planning a complex digital initiative or need to get an existing one back on track?
Whether it is a project, programme, portfolio, interim leadership assignment or an initiative in difficulty, tell me briefly about your situation and the support you need. I will respond personally.