Marco
Kleine-Böhme
I shape transformation through technology. From software engineering and platform architecture to data infrastructure and AI systems, my responsibility spans the full technical value chain. Not as a downstream service unit, but as a strategic enabler operating shoulder to shoulder with executive leadership.
Transformation is not a technology project. It is a leadership responsibility.
Many companies treat digitalization as an IT initiative - a new tool here, a cloud migration there. The result is fragmented systems, unclear ownership, and technology decisions with no strategic stewardship.
Real transformation does not start with technology. It starts with how decisions are made, how processes are organized, and where technology creates the strongest leverage. In regulated industries, there is an added imperative: architecture must embed compliance by design, not bolt it on afterward.
That requires someone who can do more than build systems - someone who understands organizations and can evolve both in parallel.
Technology as a strategic enabler — not a downstream function.
I lead the technology organization of a company operating in a regulated, data-intensive environment - software engineering, infrastructure, data and business intelligence, as well as platform and systems architecture. In direct alignment with the CEO and CFO.
Technology is not a cost center. It is the instrument through which a company shapes its future viability.
Before that, I led an enterprise-wide transformation program as a strategic advisor - from organizational redesign and process automation to the realignment of the system landscape. What began as a consulting mandate became operational accountability, because transformation only works when someone also executes it.
My approach: define technology strategy, establish architectural principles, and enable the organization to evolve that strategy independently. Not creating dependency, but building agency.
industries and roles
team under my leadership
my technology leadership
Dimensions of technological accountability
Transformation
Enterprise-wide programs - from organizational redesign and process automation to the realignment of entire system landscapes. Strategic advisory work at board and investor level.
Architecture
Modernization of business-critical platforms, migration from legacy systems, and development of scalable microservices architectures.
Data & AI
From analytics platforms serving millions of users to enterprise data architectures and GenAI strategies, including LLM-based production systems.
Teams
Building and leading interdisciplinary technology organizations across locations and countries - engineering, data, marketing, and operations.
Regulation
Technology leadership in industries where compliance defines system design: energy (KRITIS/NIS2), finance, and automotive.
Perspective
I am not interested in technology for technology's sake. I am interested in how architecture, data, and AI make organizations adaptable.
My path spans international creative productions, energy trading, analytics platforms, and AI advisory to operational technology leadership. This breadth is not accidental - anyone accountable for transformation must understand more than systems. Business models, people, markets, regulation. All of this determines which technology decision is the right one.