Operator principle
Start with the work, not the tool.
Industrial transformation becomes credible when it respects constraints, interfaces, and the people accountable for the outcome.
About Felix
Operator perspective for industrial transformation.
I work where operational constraints, digital products, data, and senior decisions meet. The aim is not more technology. It is better operating capability.
Operator perspective
Lessons from real operating environments.
Short principles on where transformation fails and what needs to be made explicit before technology can help.
Operator principle
Make decisions easier to make.
The useful layer is rarely another dashboard. It is the structure that helps teams choose, prioritize, and act.
Operator principle
Build capability, not dependency.
Sustainable change needs ownership, cadence, and support inside the organization.
Operating model
Digitizing fragments rarely fixes the operating system.
Industrial organizations often digitize local workarounds instead of redesigning the process, ownership, and data model beneath them. The result is usually more tooling around the same coordination problem.
AI enablement
AI is an accelerator, not the center of the story.
AI creates value when it augments accountable human workflows, improves decision quality, and sits inside a coherent operational system. Without process clarity, it accelerates ambiguity.
Industrial operations
Human accountability has to be designed explicitly.
In safety-critical and asset-heavy environments, accountability cannot be outsourced to technology. Roles, decisions, and escalation paths need clarity before digital support can scale.
Data foundations
Operational data models determine the ceiling of transformation.
Reporting, AI, planning, and maintenance ecosystems only scale when data structures mirror the real operational model. Data quality is often a symptom of operating-model quality.
Product operating model
Product organizations are part of the transformation system.
Long-term transformation needs ownership, governance, product roles, and support structures, not just implementation projects. The product organization becomes part of operational infrastructure.
Current focus
Industrial operating systems
Transformation work where physical operations, digital products, and leadership routines meet.
Industrial scale
18 wind farms / 1,500+ assets
Digital foundations and workflow systems in utility-scale operations.
Leadership range
0-15 Product Owners / 40+ contributors
Product ownership structures and matrix leadership across business and IT.
Curated CV
Operator-led transformation across industrial, product, and strategy environments.
Selected experience only. Contact details and references are kept private and available on request.
12/2023-present
RWE Offshore Wind & RWE Renewables
Senior Director, Head of Digital Product Management Offshore
- Defines and leads the digital and AI-readiness strategy for the Offshore Operations Digital Ecosystem.
- Built an international product ownership organization from 0-15 Product Owners and orchestrates a delivery ecosystem of roughly 45 specialists.
- Manages a €4M annual run/build digital portfolio across existing products, new capabilities, prioritization, governance, and value tracking.
- Leads SAP PM/MM smart-layer modernization, operational planning workflows, data foundations, and AI-supported decision-support use cases.
09/2022-11/2023
RWE Offshore Wind & RWE Renewables
Chief Product Owner Offshore Ops
- Initiated and led the digital transformation of the offshore product landscape from legacy IT projects toward a product-led operating model.
- Defined the Offshore Operations Digital Ecosystem vision and built product management disciplines, user communities, and adoption routines.
11/2019-08/2022
RWE Offshore Wind & RWE Renewables
Senior Digital Transformation Manager
- Partnered with executive leadership and strategy teams to structure digital priorities and value pools across the renewables value chain.
- Led enterprise-scale digital initiatives from strategic blueprinting through scaled deployment, including operational tools reaching 1,000+ users.
04/2021-06/2021
RWE Renewables Strategy
Strategy Consultant, Secondment
- Contributed to renewable strategy work and built a business intelligence application for strategic analysis.
01/2018-10/2019
OBI Group Holding
Product Owner App & Microservice Platform
- Led an internal startup team and contributed to the OBI app and microservice platform in a 20+ person product and technology environment.
08/2017-12/2017
DHL
Innovation Project Manager & Startup Coach
- Led blockchain innovation projects and coached international internal startup teams from ambiguity toward executable concepts.
01/2015-12/2017
locaneo.com
Co-Founder & CTO/CPO
- Built a funded zero-to-one venture, led a small product team, and served as managing director.
01/2014-12/2014
Lufthansa Technik AG
Associate Consultant, MBA
- Co-managed a cross-department project for jet engine end-of-life offerings and led two subprojects.
Education
- Collège des Ingénieurs: Master of Business Administration (MBA)
- Imperial College London: Master of Science, Aeronautics, graduated Top 5%
- RWTH Aachen University: Bachelor of Science, Mechanical Engineering, graduated Top 5%
Recognition
- RWE Senior Talent Program: selected as one of the Top 15 Senior Talents globally, including C-level mentorship.
- EXIST Business Start-up Grant: secured €130k federal funding for locaneo.
- Education scholarships and awards including MBA scholarship, Erasmus scholarship, Dean's List, and German National Scholarship Program.