Two perspectives. One common goal.
Together, we combine strategic organizational development with decades of experience from international technology and industry projects. Having managed projects ourselves, we understand what makes them truly challenging: competing priorities, limited resources, and complex interdependencies in dynamic project environments. This experience shapes our approach—one that is practical, collaborative, and focused on achieving sustainable improvements together with your organization.
Martin Rosenberger
I know the challenges faced by project-oriented companies from personal experience, not just from theory. For nearly 25 years, I worked at an internationally successful technology company. My career path took me from development through technical sales and product management to the role of CTO of the corporate group. During that time, I had the opportunity to establish and develop international development organizations, lead complex innovation projects, and successfully bring new technologies to market in collaboration with customers around the world.
In the process, I encountered the same challenges that many companies face today: too many parallel projects, overburdened key resources, constantly shifting priorities, long lead times, and teams that—despite their great dedication—can only achieve their goals with considerable extra effort.
That is why I have been engaging with the Theory of Constraints (ToC) and Critical Chain Project Management (CCPM) in depth for many years. I find this approach compelling because it makes complex relationships easier to understand and helps organizations sustainably improve their performance.
I don’t see my role as telling companies what to do, but rather as working together with the people in the company to create the conditions that will enable them to develop their own solutions and achieve lasting success. After all, sustainable change doesn’t come from external directives, but from the conviction, understanding, and active participation of the people who deal with these challenges every day.
To this day, I’m still driven by the same question: How can companies successfully complete significantly more projects faster with the same staff, without placing a greater workload on their employees? That’s exactly where I support my clients.
Key Areas of Experience:
- Organizational development
- Project portfolio and prioritization
- Product development
Michael Unterholzer
I am familiar with the challenges of complex projects from my day-to-day work, where deadlines, customer requirements, technical challenges, and limited resources all come into play. For over 20 years, I worked in custom machine building and the automotive industry, where I managed international customer projects from the concept phase through to successful acceptance. My career path took me from project management to leading project teams and eventually to overseeing international branches.
In this role, I have managed numerous challenging projects for prominent clients, ranging from automation and production systems to complex international rollouts. In addition to technical implementation, my work has always focused on coordinating numerous stakeholders, managing suppliers, leading teams, and successfully managing change.
I know from personal experience the typical challenges faced by project-oriented companies: too many concurrent activities, resource constraints, shifting priorities, tight deadlines, and the daily challenge of delivering reliable results despite complex circumstances.
These experiences have shown me that successful projects aren't the result of better planning alone. What matters most is how an organization sets priorities, makes decisions, and focuses its limited resources on the most important tasks.
That is why I am deeply engaged with the Theory of Constraints (ToC) and Critical Chain Project Management (CCPM). I find this approach compelling because it helps identify an organization’s actual bottlenecks and implement sustainable improvements in collaboration with employees.
I don't see my role as dictating ready-made solutions to companies. Successful change happens when the people within the company understand the bigger picture, develop their own solutions, and implement them together.
Drawing on my experience with international client projects, leadership, and operational implementation, I help companies complete projects more reliably, reduce turnaround times, and achieve more with their existing resources.
Key Areas of Experience:
- Project management and operational implementation
- International customer projects
- Project organization