IS Strategy & Management - Mews Partners

Markus Ripping

Partner (Hamburg) | Technische Universität Berlin

Olivier Feingold

Managing Partner Innovation | ENSEM

Jimmy Jollois

Senior Partner (Paris) | INSA Lyon

“Our focus on data, their life cycle and their use allows us to concretize and understand our transformation approach.”

Markus Ripping

Technische Universität Berlin

Markus has a Master of Science in Aeronautics, Astronautics & Transportation Technologies from Technische Universität Berlin.

He spent 13 years in Consulting at Prostep and Accenture working in cross-domain PLM, (Engineering) Process Optimization and Business Process Outsourcing, DMU & VR/AR. Markus focusses on international & multi-site collaboration, extended enterprise and M&A/PMI and their impact on Engineering and IT. His primary Industry know-how lies in Aerospace, Shipbuilding & Life Sciences. In the two and a half years before joining Mews Markus worked at Sartorius Stedim Biotech, a manufacturer of bio-pharmaceutical supplies and lab instruments, as Global PLM Process Owner and Manager “Idea to Product”.

He is currently an Associate Partner for Mews in Germany leading our Hamburg office.

Olivier Feingold


Olivier first held operational positions in industry (energy, electrical equipment) as an industrialization engineer, quality manager, PLM project manager, product development project manager. He joined Mews Partners in 2002. He provides numerous expert assignments relating to the performance of development processes, the implementation of Data Driven organization and information systems management, in the energy, aeronautics, shipbuilding, automotive, electronics and equipment sectors. He manages Mews Innovation.

Jimmy Jollois


Jimmy began his career in 1999 at Deloitte Consulting, later renamed Kurt Salmon. He has worked on performance improvement issues in the R&D and supply chain fields for clients in the automotive, aeronautics, transport and B2B service industries. He then moved on to digital transformation topics by contributing to the development of the OCMA group consulting firm in 2011. Jimmy joined Mews Partners in July 2015 to develop offerings related to IT performance and digital transformation, including aspects related to IOT and Industry 4.0.

Digitalization has pushed the managers to implement major transformation projects. In many cases, these projects, driven by the business lines, have been dissociated from the information systems, even though they share one essential element in common: data. The time for convergence and synchronization is coming and companies that do not pay enough attention to it will lose their competitiveness.

Data management rationalization (MDM) and enterprise architecture vision should facilitate these evolutions. In some cases, this vision must integrate industrial IT to ensure consistency and efficiency that enable digital continuity.


of turnover


assignments per year

Aligning IT strategy with digital and business priorities

The first structuring element to be captured is the need of the business lines. A challenge exists to sort upstream in order not to over-sell the IT department, to synchronize the IT roadmaps with the digital priorities of the business lines, to strengthen the involvement of the business line in the IT governance and to change the positioning of the IT department to provide a better business value offer. The IT department, where appropriate, must have the capacity to innovate and rapidly industrialize these needs.

Mastering the complexity and evolution of IT by focusing on data

The evolution of information systems has become a crucial issue. Their sometimes erratic development to meet urgent needs without real vision has increased complexity and now limits its scalability. Sharing a vision of end-to-end data flow (continuity) and defining business data macro models are essential to achieve the implementation of standardization principles in order to reduce TCO, increase agility and manage “make or buy” issues.

Our approach

We know how to adapt to the strict needs of our clients and we value our independence in order to deliver our opinions in complete transparency. We intervene to carry out your governance diagnosis, organize your master plan and transformation roadmap, but also to support your projects and activities directly until your objectives are reached.



Carry out a diagnosis of IT governance.


Project performance

Support the implementation of portfolio management and effective project management.


Data management

Carry out a data management diagnosis.


Master plan

Define and build the company’s multi-year IT roadmap, aligned with business needs.


Services performance

Optimize the performance of operations while controlling costs.

Discover our stories

Support in the deployment of IS for a naval actor

Large naval projects are characteristic of industrial complexity: multidisciplinary, involving a multitude of stakeholders and constraints, with long development time cycles that are sometimes out of phase with those of technologies. System engineering appears to be an essential tool to master this complexity.

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Improving the customer service of an energy leader by industrializing its R&D processes

R&D is at the origin of new service offers but also of the optimization of field operations. However, it is becoming more and more budget constrained and productivity is becoming a predominant objective.

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Management of the industrial master plan using Agile principles

The transformation of this service company to cope with the decline in its historical activities, the development of new activities to meet new customer expectations requires the implementation of an innovative management for the master plan.

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