Setting up operations end to end
From a decision on paper to a business that runs.
The decision has been made. Now it has to become a working operation – with processes, people, partners, finances and a way to sell it.
The substance is the same as in the rest of my work: understand how the work runs, improve it, and get it implemented – without stopping the business.
What is different here is that those processes are being created for the first time – and somebody has to hold all the dependencies together until the doors open.
A new operation, site, business unit or operating model is to be built. The project needs one person who brings the many dependencies together, all the way to launch.
Turn the idea and the concept into an operation that can actually run: structure planning and finances, build the work plans and processes, recruit the people, coordinate tenders and partners, find marketing and advertising partners, and see the launch through.
Typical situations
- A new site has been signed off, but nobody is pulling planning, staffing, technology and marketing together.
- A new business line is due to start and needs work plans, processes and clear responsibilities before the first customer arrives.
- An operating model exists on paper; tenders, partners and the launch itself are still open.
- The launch has begun, but the dependencies between trades, staffing and marketing are not being steered.
Who this page is for
- Owners
- Managing directors
- Investors
- Operators of new sites
- Companies opening new business lines or expanding
I was building processes before AI existed – operationally, inside the business, with the authority to decide. Not from a textbook and not as a spectator.
VR centre in Bremen – built from nothing
From the idea and the concept through financial and project planning, work plans, staffing and interviews, tenders, and on to finding and steering marketing and advertising partners, implementation and launch – drawing on my own network throughout.
A business of my own that keeps running
My own company keeps running day to day without me being there in person. That is the proof that the processes I talk about work without me.
- in event technology and project management since 2007
- self-employed since 2010
- Managing Director of Lifeline-Eventservice GmbH
- Business Transformation Expert (IHK), 200 teaching hours
- Process Management Specialist (IHK)
- Digitalisation Specialist (IHK)
- Change Management Specialist (IHK)
- Agile Leadership Specialist (IHK)
- Agile Project Management Specialist (IHK)
Six IHK qualifications, 450 teaching hours in total. IHK is the German Chamber of Commerce and Industry. The certificates back up the practical experience. They do not replace a reference.
How I work
Understand where things actually stand
Take stock of the project, the constraints, the budget and the dates before anything gets planned.
Settle responsibilities and handovers
Who decides what, which trades, partners and authorities depend on each other, what has to be finished first.
Implement the measures
Build the work plans and processes, recruit the people, steer tenders and partners, see the launch through.
Document so it can be handed over
Documented so the new operation can carry on without me.
Start-up advice without responsibility for delivery, isolated marketing or recruitment tasks with no connection to the whole, and a pure concept role are not what this mandate is for.
If the point is to bridge an open operational role in an existing business, Interim Operations is the fit. If it is a defined piece of work inside a running business, that is the process and transformation project.
Let us talk about the build.
In the first conversation we clarify the project, how much responsibility it carries, and the time frame up to launch. Available from November 2026, preliminary talks any time.