To enable your company to adapt more quickly to market changes and increase customer satisfaction, I support you as a management consultant and agile coach in digital and agile transformations

  • with strategies and concepts
  • with procedures (Road Maps), methods and techniques
  • in the selection of suitable AI Initiatives for the digitalization of processes
  • as well as through training and workshops on the following topics:
    • Change Management,
    • Agile Methods
    • Teamwork and
    • AI Technologies and their Use Cases.

In consulting for your company, I contribute my experience from my many years of management consulting as a project manager at PwC and KPMG, as well as 15 years of self-employment.  I have audited and advised numerous medium-sized and listed companies, and in recent years I have worked on assignments related to digitalization and agility.


Digitalization helps companies to adapt to fast-moving market changes, improve the customer experience and thereby gain competitive advantages:“ – Marion Willems

The term digitization refers to the transformation of analog processes into digital processes (e.g. online commerce) using artificial intelligence. The aim of digitization is to make processes more efficient and more appropriate for the addressee, thus increasing customer satisfaction (customer experience) and improving business decisions.
For example, products and services can be better tailored to the customer by means of AI data analysis (e.g. machine learning and natural language processing, digital marketing).

Why is digitisation a competitive factor for companies?

Companies that do not adapt their business model quickly enough to changing market conditions and customer requirements and that do not progress with digitization are jeopardizing their competitiveness and exposing themselves to the risk of missing the boat or being overtaken by competitors and start-ups with more innovative offerings.

It is therefore of utmost importance to see change and digitization as an opportunity and thus transform the company. Ultimately, the question is whether companies are fast enough.


Digitisation is based on a variety of factors in a company:

In projects or workshops I support you with the solution of the following questions:

Business model: Is the business model geared to delivering exactly the right products and solutions that quickly deliver the value customers want?

  • Value Proposition, Customer Experience
  • Resources

Leadership and Vision: Is the strategy of the management team geared towards transformation, innovation and better and faster business decisions?

  • Digital Leadership
  • Vision – Mission – Strategy

Technologies and Data: Are suitable AI technologies in use to increase the value added in processes and end products and services? Are data of sufficient quality available?

  • Machine Learning (ML)
  • Natural Language Processing (NLP)
  • Robotic Process Automation (RPA)

Culture: Does corporate culture promote change and innovation?

  • Values, Mindset
  • Business Practices
  • Organizational Structure
  • Conduct

Employees: Do you have enough suitable employees?

  • Data Scientists
  • Cross-functional Teams
  • Effective Cooperation in Hybrid Organizations

“Digital transformations are largely driven by strategies and not by technologies.” (Source: MIT)

That’s why I work closely with management and the employees and partners involved in the process, even within the company.

Agile management practices prove to be particularly suitable for driving transformation from strategy to implementation throughout the company. Therefore, I apply agile methods in order to involve employees in the process, to work efficiently in cross-functional teams and to obtain timely feedback from stakeholders. In this way, value-adding products and solutions can be created for the customer quickly and flexibly in iterative steps.

Four steps to digital transformation:

The digital transformation takes place with the participation of the employees with the help of agile methods and workshops in all phases. During the process, changed requirements are incorporated through continuous improvements.

Step 1: Current Situation

  • Analysis of the current situation
  • Where do we have to go digital?
  • Where is the potential for improvement?

Step 2: Vision and strategy

  • What do we want to achieve? (Vision)
  • What does the strategy mean for the individual divisions?

Step 3: Define measures

  • What AI initiatives need to be taken?
  • Adaptation of the business model if necessary

Step 4: Implementation

  • Implementation of AI initiatives with appropriate use cases
  • Fine-tuning of the business model if necessary


Software company (Process Mining):

Startup wants to distribute its AI software to interested industrial companies that want to use algorithms to collect data in their business processes.
Result: Consultation of the management in addressing customers with the help of use cases for typical business processes; creation of customer presentations and demo versions for addressing customers

Software company (Data Analyst):

Startup would like to distribute its AI software to interested industrial companies.
Result: Consulting of the management in the creation of use cases for the customer approach regarding business analytics; joint development of an IT tool for money laundering prevention analysis.

Registered Association:

An honorary active association would like to receive a regular and current overview and status of different projects; introduction of agile methods (Scrum).
Result: Implementation of the project management with the help of Scrum technology, execution of sprints and retrospectives, attainment of a company-wide understanding of Scrum by the employees.

International listed group of companies:

Compliance audit; examination of Group-wide compliance with legal requirements and their implementation within and outside Europe; random sampling audit
Result: Audit report to the Management Board

Carbon Market Company:

Implementation of a risk and compliance management strategy in accordance with legal requirements through to operational implementation, implementation of preventive anti-money laundering measures
Result: company-wide implementation of risk-oriented counterparty compliance management and anti-money laundering checks

Listed industrial company:

Employee training in compliance management


Marion Willems Scrum Master

Marion Charlotte Willems, Diplom-Kauffrau, Certified Scrum Master ®

I am an independent management consultant and agile coach with many years of experience in consulting medium-sized and listed companies. The main focus of my work is support in agile and digital transformations as well as the implementation of trainings and workshops.

Prior to my self-employment I worked as a project manager for KPMG and PwC, auditing and advising companies on process and risk management. Another field of activity was auditing activities in the context of annual financial statement activities.


I cooperate with a network of freelance management consultants, software companies and data scientists.

In questions of compliance management I cooperate with renowned lawyers.


I am actively involved in the following networks for the exchange of knowledge and experience:

Gutenberg Digital Hub

Scrum Alliance


Deutscher Fachjournalisten Verband (DFJV)

KölnAlumni (Alumni der Universität zu Köln)


Deutsches Institut für Compliance e.V., DICO

MIT Massachusetts Institute of Technology – Artificial Intelligance Past Participants Network


Diplom-Kauffrau Marion Charlotte Willems, Scrum Master ® (Scrum Alliance)

Am Römischen Hof 28, 61352 Bad Homburg

If you want to work with me or have any questions about digital transformation topics, please do not hesitate to connect with me on LinkedIn or write a mail to