Personal managing director profile
Companies involve me when e-commerce, ERP and process projects need more than a technical answer. For me, the starting point is the business: goals, workflows, resources, budget and realistic implementation.
Short profile
Personal perspective
My professional path began with business studies in Regensburg. I then joined the family business and worked very close to the management team, dealing with contracts, price negotiations, commercial decisions and internal process improvement.
That experience showed me how much good structures, clear workflows and sound commercial decisions influence the success of a company. Moving towards e-commerce and business consulting was therefore a logical next step.
Background and role
In the family business, my work was close to management and focused on contracts, pricing, commercial decisions and process improvement.
Jonas and I founded RIS because many companies do not fail at e-commerce, ERP and process projects because of the idea, but because analysis, planning and implementation are not structured enough.
Today my main focus is consulting, process analysis, customer support, sales, proposal concepts, workshops, leadership and the strategic development of RIS.
In my experience, companies often assume a software problem while the real causes are unclear responsibilities, duplicate data entry, missing standards or poor communication.
A good system can only work properly when the company has first clarified how it wants to operate and which workflows need to be represented.
A project has a good chance of success when management is truly behind it and speaks openly about goals, problems and limits. Wishes need to become priorities.
When a company is willing to question existing workflows honestly and make binding decisions, a solid basis emerges.
Consulting philosophy
In a first conversation, I do not begin with the desired software. The important questions are workflows, bottlenecks and commercial goals: growth, manual work, process errors, unclear stock, poor data or lack of transparency.
Only when these points are clear can a suitable solution be discussed seriously. Sometimes good advice means starting smaller or building the internal foundations first.
Customers can expect honesty, directness and a focus on workable solutions from me. Risks are just as important to discuss as opportunities, even when the assessment becomes less comfortable.
Advising at eye level means thinking commercially: what is economically sensible, what is realistic, and what actually fits the company?
Where I am particularly useful
When requirements, processes, software selection or budget still need to be defined.
When management, departments and technology teams have different expectations.
When effort, resources and benefit need to be evaluated realistically.
When a company has grown and existing structures no longer keep up.
Jonas stands more strongly for innovation, digitalisation, JTL architecture and technical implementation. My focus is the strategic, commercial and process perspective.
For managing directors, that combination matters: technical options are not considered in isolation, but connected with organisation, budget, responsibilities and company goals.
View Jonas Staudinger’s profileThe greatest value often comes before a project has been fully defined. That is when I can bring structure to the discussion, set priorities and turn many individual opinions into a clear concept.
FAQ
Ideally before software, scope or project plan are fixed. That is when goals, bottlenecks, resources and commercial conditions can still be assessed properly.
The starting point is not the product. It is the company: processes, organisation, budget, priorities and feasibility come before the solution.
Yes. If processes are unclear, resources are missing, budget and goals do not match or the desired solution does not solve the real problem, I say so openly.
What matters to me is understanding which processes work today, where errors occur, what the project is meant to achieve, who takes internal responsibility and which resources are actually available.
Managed Services
If this topic should not only be solved once but monitored continuously, these managed services are the logical next step: CEO Commerce Monthly Cockpit, Executive AI Briefing Bot, Microsoft 365 License Optimization und AI Action Plan from the System Check.
RIS combines project work, monitoring and management reports so risks do not first appear in day-to-day operations.
View managed servicesClarify strategy, processes and commercial viability with me
For managing directors who want to approach e-commerce, ERP or process projects in a structured, realistic and commercially sensible way.
