Digital project leadership on a mandate basis
Weber Development takes on the project leadership for digitalisation projects in SMEs that nobody in-house can or should run: from requirements gathering through tendering and vendor selection to supporting the implementation. You keep the decisions; the project lead provides structure, deadlines and the translation between your departments and the vendor. Behind the mandate is Seya Weber, Bichwil SG, with experience as project lead for software and digitalisation in industry.
Last updated:
01
Who this is for
Owners and managers who have a digitalisation project ahead of them but no one to lead it. Typical situations:
- An ERP, CRM or industry-software rollout is coming up. Management has no time for it, and IT is outsourced.
- Three quotes are on the table and cannot be compared, because each one contains something different.
- The project is already running, the deadline has slipped for the second time, and nobody has the full picture.
- Old software has to be replaced, and 15 years of data have to come along.
- The vendor talks technology, the department talks daily work, and something gets lost between them every week.
Industries: manufacturing, trade, healthcare, administration and services. Company size: SMEs without an in-house IT project lead.
02
What is included
- Current-state analysis: interviews with key people, process map, list of pain points
- Weighted requirements catalogue (must, should, could) as the basis for quotes
- Tendering: vendor shortlist, structured quote comparison, reference calls, preparation of contract negotiations
- Project plan with milestones, budget control and decision papers for management
- Vendor management: acceptance tests, test coordination, defect lists, escalation
- Risk management: staged rollout, data migration with completeness checks and a rollback plan
- Rollout: key users, training plan, communication to staff
- Reporting to management at a fixed rhythm, at the length that suits the leadership level
- Handover to regular operation with documentation and an open-items list
03
How it works
- 01First call You describe the project and where it stands. About 45 minutes, free of charge.
- 02Assessment Interviews, process analysis, risk picture, recommendation on how to proceed in a short report. Typically 2 to 4 weeks.
- 03Requirements and tendering Requirements catalogue, vendor selection, quote comparison, decision. Typically 4 to 8 weeks.
- 04Implementation support Steering the vendor over the duration of the rollout at an agreed workload, typically 1 to 2 days per week.
- 05Rollout and close Go-live, stabilisation, handover to operations, final report.
Joining a project that is already running is possible; the assessment then becomes a stocktake.
04
What it costs
Assessment at a fixed price, so the entry point is predictable.
Mandate on a time basis with an agreed workload and monthly report.
Retainer for longer projects with a steady workload.
Travel time and expenses are not included and are charged separately.
05
References
There is no public case study for project leadership on a mandate basis yet. The following projects show the delivery side that informs the assessment of quotes, architectures and vendors.
FlowlyChat
Client project for SchulzMedia GmbH (since 2025): multi-tenant chatbot platform with architecture decisions on cost, tenant isolation and abuse protection, including cost tracking via Cloudflare AI Gateway.
STWEG Roessliwiese
Portal for a condominium owners' association in Bichwil, from the requirement "one central, protected place for documents, news and appointments" through to operation in the EU region.
06
Frequently asked questions
Are you neutral towards vendors?
Yes. Weber Development sells no licences and has no reseller agreements with software vendors. The recommendation follows your requirements catalogue, and the quote comparison is laid out in the open.
How is this different from consulting?
Consulting ends with a report. A mandate ends when the software is running. The project lead carries responsibility for deadlines, acceptance tests and escalations over the whole duration, and sits on your side of the table in meetings with the vendor.
How much of our time does this take?
Decisions stay with you, so it needs one person from management with about an hour every two weeks for decisions, plus, depending on the phase, specialists for interviews and testing.
Can you also build it yourselves instead of just leading?
Yes, and that is the difference from a pure project-management role: a development background in .NET and TypeScript makes it possible to judge quotes technically and settle interface questions directly. Within a mandate, though, the role is fixed in advance. Either project leadership with a neutral view of the vendor, or implementation. Mixing both blurs the interests.
What if the project is already running and stuck?
Then the mandate starts with a stocktake of two to three weeks: what was agreed, what was delivered, where it is stuck. The result is a cleaned-up plan that vendor and management sign off together.
Do you work with international vendors?
Yes, in English. German is the native language, English is at C1 level. Project meetings and documentation in English are no problem.
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