Selected work, newest first. Each project appears here once, with my contribution and the proven result.
Distributor of new and used scaffolding and formwork, 3,500 customers in 42 countries. I am the one-person digital department there: strategy, delivery and quality assurance, with AI agents as tools.
Relaunch of cetrac.com and four country portals, initiated, led and delivered: from the design of every site through the IT infrastructure with an own server and security concept to the move itself. 2,956 cetrac.com URLs carried over without new errors. Live since 16 and 26 Oct 2026.
When I saw colleagues heading out with pen and paper to count many thousands of individual parts, a chill ran down my spine. So I sat down and built the app.
Built in-house: the app turns any existing company phone into a barcode scanner, without buying a single handheld device. Employee identification, location and time tracking run alongside, the counting record is signed directly on the phone, and the figures flow into the ERP system. The result: stock levels are live every evening and pushed to the website every morning. A once-a-year paper count became continuous inventory management. Concept, development and rollout done entirely in-house: 15,162 articles in the master data, 15,161 barcodes on file, two warehouse sites. Since September 2026 the head of warehouse has been counting with it in live testing; the first full stocktake with the app is scheduled for January 2027.
EasyFlow Suite, your easy process: five free calculators plus a scaffolding manager, free for everyone, seven languages including Hebrew with right-to-left layout, on a dedicated Hetzner server running Docker and Caddy. Self-initiated, self-built, self-operated. Press: Kostenloser Gerüst-Rechner von Cetrac, published by bauhandwerk in August 2026.
For cetrac.com I built visibility in Google and in AI search systems. The curve shows in how many answers from ChatGPT, Google AI Mode, AI Overviews, Copilot and Perplexity the domain is cited as a source.
As of 28 September 2026, SISTRIX AI Check and SISTRIX Toolbox.
Recurring work is handled by orchestrated AI agents: research, copy in five languages, data preparation, checking their own output. The human decides, the agent does the groundwork. That is what makes a one-person digital department possible in the first place.
Product enquiries from the live system are demonstrably back in the inbox, with one binding source instead of scattered entry points. The historical backlog was processed and analysed, so for the first time it is visible which products actually generate enquiries.
A radar for leads and visibility brings rankings, traffic, campaigns and enquiries together in one place. The figures update automatically instead of being collected by hand each month. Anyone who looks in sees today's state, not last quarter's.
A scheduled run pulls the key figures from analytics, Search Console and the campaigns every working morning, records them and reports what stands out. No opening four dashboards by hand, and no week in which a drop goes unnoticed.
Two scheduled runs check cetrac.com in all four language versions: a quick check early on Monday and a deep audit on the first of the month. Both file a report and flag whatever deviates from the target state. An error that used to go unnoticed until the next relaunch is now visible within a week at most.
The status of every running project updates itself in the evening and is available at any time. What is done, what is stuck and why becomes a matter of looking rather than asking.
A growing share of spare parts was no longer bought from the manufacturer but as replicas or through unlicensed channels. That is more than a revenue issue: with safety-relevant parts, liability, warranty and ultimately trust in the brand are at stake.
At the same time, nobody is won back by being told they are buying from the wrong source. Coming Home therefore worked through demonstrating the difference rather than wagging a finger: making visible what defines an original part, and making the way back to the authorised workshop as easy as possible. Across eight years, in an internationally rolled-out programme.
Before an established retail brand name can be replaced, the organisation behind it has to already be the new brand. Otherwise only the sign changes.
At Dänisches Bettenlager, which was already called JYSK in other markets, the work therefore happened years before the public renaming and almost entirely on the inside: aligning the product range with the international standard, building an information architecture that brought range, stores and responsibilities into one shared order, employee magazines showing who works on what in which store, plus motivation and apprenticeship campaigns. On top of that, trust had to be rebuilt, internally and externally. Why that was necessary does not belong on this page; what it taught does: a workforce proud of its employer carries a brand further than any campaign.
The German Institute for Standardization defines how things are done consistently. Internally that does not follow automatically: in an organisation grown over decades, knowledge sits in pockets, and what the neighbouring department actually contributes is often unknown.
The task was therefore not technical but communicative: internal communication, stakeholder care, and the motivation and standing of the organisation among its own people. The intranet became the backbone, a shared point of access for all employees, flanked by measures making each area's contribution visible. People who see what the others work on explain their own organisation better to the outside.
A restaurant chain ran an advertisement whose wording demeaned a group of people. It was not a misunderstanding or an unfortunate turn of phrase but a statement meant exactly as it landed.
The reaction was accordingly harsh and hit revenue immediately. The campaign was not ours, we came in afterwards. The first insight was the most uncomfortable one: where the accusation is justified, every explanation only prolongs the story. The only thing that helps is to acknowledge it and then do something that is not another campaign. The strategy therefore relied on verifiable substance rather than on communicating about the incident: organic sourcing, provenance and sustainability as genuinely changed practice, and only then communication about it. An apology works only when something follows that can be checked.
These projects came about through alt/cramer change factory, where I worked as a freelance visual designer in concept, visual and screen design as well as motion design, designing the relaunch concepts themselves. Projects for these clients date from the same period, confirmed by a reference letter from the agency, available on request.
For several countries, languages and editors with separate permissions. Until Oct 2026 cetrac.com ran on TYPO3 12 with seven language versions.
The fastest route to a site an editorial team maintains itself. A few well-kept extensions instead of plugin sprawl.
Shopify for a fast, low-maintenance store, Shopware for variants, tiered prices and B2B. The product data decides.
Complete URL inventory, mapping with 301 redirects, checks afterwards. Market adaptation instead of literal translation.
Also: JTL-Shop, Webflow, Contao, Joomla, Drupal, headless setups.
Questions about one of these projects? Write to me.