At the intersection of business and IT

The Bernerhof was built for 100 representative government meetings a year. Now there are 1000. The existing customer management could no longer handle this volume, so a new solution was needed.

Understand the existing processes fully first, then adapt the tool to them — not the other way around.

I worked closely with my supervisor. We first fully documented the existing processes — then we built. In Acta Nova, we didn't just set up a simple workflow; we restructured the processes themselves so they could handle the new volume.

We mapped a scalable process in the system. The digital handling absorbs the tenfold event volume today and noticeably relieves the team.

I was supposed to prepare data for a task, but quickly realised the data quality was insufficient. The problem was too big to solve all at once as an apprentice.

Reduce scope instead of getting bogged down. Get advice from the experienced warehouse managers, then go deep on one area.

I focused only on "cross-docking". There I independently collected the data, analysed the weak points and drafted a report including a concrete project concept for the solution.

The concept was solid — the project failed due to external dependencies I couldn't control. That was the first time I understood: the best analysis means nothing if the conditions aren't right. Today I raise resource and licensing questions earlier.

The production department wanted to lay the foundations to use AI solutions in the future. However, a clean, structured data foundation was missing.

Build the data foundation before the AI solution. Think as a team with my vocational trainer and an external expert, not alone.

Together with my supervisor and an external expert, I analysed which data existed, where the gaps were, and how to build a structured collection process. Specific details remain internal.

The department now has a structured data foundation that future AI projects can build on. My key takeaway: data quality isn't a technical question — it's an organisational one.