Projects & References

Concrete impact instead of abstract promises.

Selected project experience where AI, clear decisions and effective change came together — with measurable effects on work, throughput, cost and market success.

Impact in numbers

From 80+ projects — a selection.

Examples from selected mandates and earlier project work.

-12 %
Time-to-market
+15 %
Project throughput
-25 %
OPEX
Higher response rate
20 %
Time saved in sales
108
Factors in the decision model
Project examples

Selected project examples.

10 project examples across the three service fields.

Selected project examples from the experience of Dr. Robert Schrobenhauser. Details partially anonymized.

GenAI Sales — Workload Relay: Agent-MVP, 15 Rollouts, 9× Response Rate.
AI Strategy & Enabling

GenAI Sales Intelligence

Context
Sales teams lost time in research, preparation and customer outreach. AI was meant to relieve daily work, not just impress in a demo.
Contribution
Design and development of a multi-agent MVP for sales intelligence. Validation across 15 customer rollouts. Transfer into scalable use.
Impact
20 % time saved per sales employee per week · higher response rate
Relevant for
GenAI in workflows, sales enablement, AI rollout
KI-Initiativen — Triage Gate für 120 Initiativen nach Value, Feasibility, Risk.
AI Strategy & Enabling

Evaluating AI initiatives

Context
Many GenAI initiatives existed. What was missing was a clear logic for value, feasibility and risk.
Contribution
Assessment logic, process and system for the operational prioritization of AI applications.
Impact
120 initiatives guided through a clear evaluation logic
Relevant for
AI portfolios, use-case prioritization, AI investment decisions
Product Opportunity Board — Sales- und Kundensignale sortiert zur Roadmap-Basis.
Decision Intelligence & Growth

Product Opportunity Board

Context
Sales and customer signals were scattered across conversations, notes and individual opinions. Product and management had no shared basis for roadmap decisions.
Contribution
Translation of the signals into a prioritized board with revenue potential, effort, risk and decision ownership.
Impact
Scattered feedback became a roadmap basis.
Relevant for
Sales-to-product feedback, roadmap, product prioritization
MedTech F&E — Decision Lens: 108 Faktoren werden zu 14 priorisierten Use Cases.
AI Strategy & Enabling

Bringing data into R&D work

Context
R&D teams had data, but no usable instrument to evaluate design options faster and reduce trial loops.
Contribution
Prioritization of 14 data-driven use cases. Development of a data model with 108 factors. Translation into an operational decision instrument for R&D teams.
Impact
16 % less daily effort · fewer trial loops
Relevant for
R&D, data-driven decisions, effort reduction
ESG SaaS — Offer-to-Market Bridge für die UK-Expansion mit 30 Partnerschaften.
Decision Intelligence & Growth

ESG SaaS: offering, pricing logic and partner build-up

Context
Customer needs, product ideas and market opportunities were present. The connection between offering, business model, pricing logic and partner build-up was not yet clear.
Contribution
Identification of customer needs, translation into product innovation, development of business model and pricing logic, and build-up of the partner ecosystem.
Impact
30 new partnerships · start of UK expansion
Relevant for
SaaS growth, partner ecosystems, go-to-market
Business-Unit-Aufbau — wiederholbares Modell aus Offers, Sales Logic, Delivery und Team Scaling: >2 Mio. € im ersten Jahr.
Decision Intelligence & Growth

Business unit build-up and new business

Context
A new consulting and transformation field needed to be built, sold and made scalable.
Contribution
Build-up of repeatable offers, sales logic, delivery structure and team scaling.
Impact
>€2m new business in the first year · 3 new major customers
Relevant for
Business unit build-up, scaling, commercial impact
MedTech R&D-Transformation — Shopfloor macht Engpässe sichtbar, –12 % Time-to-Market.
Transformation

MedTech R&D Transformation

Context
R&D had many initiatives, but bottlenecks became visible too late. Teams worked with different cadences, priorities and views of progress.
Contribution
Engineering shopfloor, maturity model, agile leadership routines and leadership enablement.
Impact
-12 % time-to-market
Relevant for
R&D transformation, engineering leadership, time-to-market
Matrixorganisation — Interface Alignment für +15 % Durchsatz.
Transformation

Matrix organization: hardware / software / electronics

Context
Hardware, software and electronics worked across five locations with different logics, handoffs and priorities.
Contribution
Restructuring of the matrix organization, clarification of interfaces and introduction of new leadership and collaboration logic.
Impact
+15 % project throughput without adding headcount
Relevant for
Matrix organization, technical product development, throughput
Automotive — Function-to-Value-Stream-Umstellung mit –25 % OPEX.
Transformation

Automotive product organization

Context
The organization had grown functionally. Product ownership, value stream and operational steering no longer fit together.
Contribution
Shift into value-stream-oriented units with new leadership roles and clearer operating logic.
Impact
-25 % OPEX in the product organization
Relevant for
Reorganization, value stream, operational efficiency
PLM-Transformation unter MDR — globaler Wandel von Prozessen, Governance und Kultur mit bestandenem Audit und >15 % geringeren Q&C-Kosten.
Transformation

PLM transformation under regulatory pressure

Context
New regulatory requirements made a fundamental transformation of PLM, processes and organization necessary.
Contribution
Redesign of global PLM processes, governance framework, change control process, system preparation and cultural implementation.
Impact
Successful audit under new MDR regulations · >15 % lower quality and compliance cost
Relevant for
PLM, MedTech, governance, regulated transformation
Voices

Voices from earlier collaboration.

Anonymized excerpts from earlier collaboration.

He understands complex technological structures and translates them into scalable governance — and leads them into implementation.
Senior Leader · Automotive / Industry
What stood out was the combination of holistic thinking and pragmatic execution.
Data Architecture Lead · Software
He communicates complex topics clearly and brings teams with opposing views into constructive consensus.
VP Technology · Mechanical Engineering
He developed our organization over several years across efficiency, culture and innovation.
Head of R&D · MedTech
He can move flexibly between strategic perspective and concrete execution.
Executive Management · B2B SaaS / PropTech
He navigates confidently at C-level and never loses touch with the operational base.
Global Function Lead · Industrial Tech

What impact should your next project create?

If you want to assess whether an initiative fits Aiond, a conversation is a useful next step.

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