Smart Project Delivery

Steer projects. Build structures. Hand over cleanly.

We run complex IT projects and build the digital groundwork behind them, from the first requirement to the day your team takes over a system that runs. No retainers, no vendor lock-in.

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9+Years of Experience

50+Projects

6+Industries

Scoping & Design

We pin down goals, requirements and the solution itself, with your business people and your IT in the same room.

Delivery & Control

We keep every team, supplier and contractor moving together, with deadlines, budget and risks in plain view.

Documentation & Sign-off

Everything written down so it can be checked, and a sign-off that actually closes the project. No loose ends.

Handover

A proper handover to whoever runs it next, in-house or external, documented well enough that it keeps running.

Services

Four ways we can help

Project Steering

Running complex IT projects end to end, waterfall, agile or a mix of both. From kick-off to the handover into live operation.

PMO Services

Governance, reporting and milestone tracking. We either build the PMO for you or run alongside your existing one.

Project Setup & Recovery

Getting new projects off to a solid start, or working out why one has stalled and getting it moving again.

Digitalization Projects

Building the digital basics from nothing: tools, cloud, infrastructure and AI. Vendor-neutral, documented, and handed over when it's done.

References

Proof, not buzzwords

A few projects from recent years. Click one to see the situation, our role and what came out of it.

Full digital setup for a new consultancy B2B Consulting

Situation: "We're starting the company and we need the whole IT stack." A new business with no infrastructure, no tools and no web presence. No existing systems, no established routines – every decision had to be made from a blank page.Role: Build & project management, from the first requirements conversation through to choosing tools and providers.Outcome: Cloud, backup, domains, business tools, branding and website built from scratch, documented in full and handed to the team that now runs it. The team could take over daily operations directly, without relying on outside support.

Cloud workplace rollout to 15,000 users Public Sector

Situation: "This has to happen without interrupting the working day." A migration under strict GDPR rules, with special-case processes and a compatibility review on top. With 15,000 users, any disruption reaches a lot of desks at once – there was little room for things to go wrong.Role: IT project manager, central control of the timeline and coordination between the departments and suppliers involved.Outcome: Rolled out across every department, supplier and contractor while the organisation carried on working. Day-to-day operations were never interrupted.

Network transformation across 20+ locations Energy

Situation: "Too many suppliers and nobody holding it together." Several vendors and technical trades, all working to different plans. Without a shared timeline, dependencies between sites stayed invisible for a long time.Role: IT project manager, bringing the suppliers involved onto one shared schedule.Outcome: One rollout across all sites under clear governance, with the suppliers pulled into the design work early enough to matter. That meant sites already rolled out didn't need reworking later.

PMO built and run for a decommissioning programme Insurance

Situation: Dozens of shutdown projects pulled together into one programme, with no governance or reporting to hold it together. The individual projects were already running, but without a shared structure it was hard to judge overall progress.Role: PMO setup and delivery, from the first governance structure through to ongoing reporting to the programme lead.Outcome: A PMO built from nothing: programme plan, business case, governance through KPIs and defined processes, and progress reporting the board could act on. Management could see at any point which sub-projects were on track.

PMO role in a strategic digitalisation programme Insurance

Situation: "The board keeps asking where we are and we can't tell them." A large programme with dozens of workstreams tangled up in each other. Without consistent reporting, dependencies between the workstreams stayed unclear for a long time.Role: PMO team member, pulling status information from the individual workstreams into one shared picture for programme steering.Outcome: Milestone governance, business cases, and papers the board could actually decide on. Decisions could be made quickly and on solid ground.

Global data centre consolidation, six sites down to three Financial Services

Situation: Data centres spread across the world, costs climbing and an audit coming. At the same time: new hyperconverged infrastructure, outsourcing to an external provider, and a reorganisation into a service-based structure. Rolling out new infrastructure at the same time added complexity on top of the site consolidation itself.Role: IT project manager, running the taskforces, the audit and the sub-projects, coordinating between the taskforces throughout.Outcome: Six sites reduced to three and moved into external operation that has run stably since. The move into external operation happened without disrupting the business.

About Us

KL Consulting

Nine years of project work behind us, from global corporate programmes down to building the entire IT setup for a company on day one. The thread running through all of it: create structure, push the work forward, hand it over properly.

We think things through, then get our hands dirty. Whatever we build gets handed over in a state where your team can pick it up and run it. That is the bar we hold ourselves to.

We have worked in insurance and finance, IT services, consulting, automotive and the public sector. Based in Stuttgart, available on site or remote.

For steering the project itself, we work with PRINCE2 or Scrum, waterfall, agile or a mix of both, whichever fits the project. ITIL 4 and COBIT come in alongside that, where it's about operations processes and IT governance.

Methodology

FAQ

Frequently Asked Questions

Process & Collaboration

How does an initial conversation work?

You describe the situation, we ask questions, and give you an honest assessment of whether and how we can help. The call usually runs 30 to 45 minutes and comes with no strings attached, the point is to get a shared picture of where things stand, not to close a sale. If it fits, we set up a concrete next step and work out who else on your side should be involved.

Do you work remote, on-site, or both?

Both. We're based in Stuttgart and available on-site, but work remotely just as often when that suits the project. We like being there in person for kick-offs, workshops, or key milestones; day-to-day work runs smoothly remote in most projects using the usual collaboration tools.

From what project size does this make sense?

It's less about size than need: once a project requires dedicated steering, PMO support, or recovery, we're happy to talk it through with no obligation. You can see that across our projects: sometimes it's the full digital setup for a young company, sometimes it's consolidating enterprise structures used by several thousand people. What matters is that someone holds it together.

What does the handover look like at the end of a project?

Every project ends with a structured handover, not a loose end. That means full documentation, a clearly defined handover point to your internal or external operations team, and, where it helps, walking the people taking over through what they're inheriting. Your team should be able to work independently from day one, without needing us afterwards.

Approach & Methodology

Do you work classic, agile, or hybrid?

Depending on what the project needs. For steering the project itself, we work classic under PRINCE2, agile under Scrum, or a mix of both, whichever fits the organisation and the initiative. ITIL 4 and COBIT come in alongside that, where it's about operations processes and IT governance, not as a method for running the project itself.

What's the difference between building a PMO and ongoing PMO support?

Building means we develop structures, reporting, and processes from scratch, usually starting with a quick stocktake of whatever governance already exists in the organisation. Ongoing support means we take over or extend an existing PMO instead of starting over, often that's more about extra capacity or a fresh look at routines that have become set in their ways.

When is a project a case for recovery instead of regular steering?

When timeline, budget, or outcome are visibly off track and an outside stocktake is needed before planning further. The difference from regular steering shows up in the first step: instead of pushing straight ahead, we start by working out soberly where things actually stand and what's stuck, before building a new, realistic plan together.

Structured. Delivered.

No project without structure. No structure without a handover. That holds from the first requirement to the day it runs on its own.

Contact

Tell us what you're working on

No obligation and no sales pitch. You describe where things stand, we tell you straight whether we can help and how, and then we find a time that works.

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