ABOUT ANDREAS

The person behind the liberation

I build systems that help teams perform without burning out. That means removing friction, not people. I'm strict about outcomes, empathic about how we get there.

My career has lived inside the Munich tech and startup ecosystem since 2012. Today I lead Engineering Operations at idgard GmbH after a major acquisition transition with 30+ engineers across five teams, executing OKRs that tie individual growth to company strategy.

Before that, I scaled software engineering from five to seven teams at Uniscon. Earlier, I consulted for reinsurance, automotive, and finance clients, helping them optimize quality and agility with project volumes reaching €340k. Along the way: hired dozens of engineers, rolled out OKRs across multiple departments, led change management through acquisitions, and now spearheading AI strategy for the Drivelock Group.

The credentials exist: Lean Six Sigma Green & Yellow Belt, Professional Agile Leadership, Professional Scrum Master, plus a Master's from Technical University Munich (thesis grade 1.0 on automated requirements analysis). But the real education happened in the trenches: hiring, firing, restructuring, negotiating, coaching, and sometimes being the one who had to make the hard call.

Years of conducting choirs and orchestras taught me the same lesson I now apply to engineering teams: you don't make music by controlling musicians, you make it by giving them structure and letting them play. I don't manage through control. I enable through structure. People perform best when given clear boundaries and real freedom inside them.

When the work ends, I chase flow through my lens instead. Outdoor photography: mountain landscapes, animals, forests, rivers. It's not an escape. It's the same discipline applied differently. Composition, light, patience. You wait for the right conditions. You remove the unnecessary. You capture what matters.

I believe in libertarian principles: autonomy, individual agency, voluntary association, minimum coercion. Those values show up in my work. I don't manage through control. I enable through structure. People perform best when given clear boundaries and real freedom inside them. That's what liberation looks like in practice.