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I build and scale enterprise go-to-market engines in complex, early-stage…
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Frank Bergmann hat dies geteiltThe conversation I had with the CIO didn’t go the way I expected. I had 15 min, came fully prepared. Done the research, understood the industry, had a clear hypothesis about where the pain was. Ready for a real conversation. 5 minutes in, it became clear what they actually wanted: show me what you have. A demo. Product walk-through. What does the thing do. I wasn't set up for that and we ended with nothing. Sitting with it afterward, I am not sure I would call it a pure mistake, though. The company didn't have the problem I thought they had, at least not in the way I assumed. They wanted to see a product before they were willing to talk about a problem. That's a different kind of buyer, and and I can fill a full afternoon with product information demos, whatever. Not every company is a perfect customer. I spent a long time in sales thinking a lost conversation meant I did something wrong. Sometimes it just means the fit wasn't there yet and recognizing that early is actually the job. ☺️
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Frank Bergmann hat dies geteilt87% of enterprises say AI dependency has already hit their programs. Only 8% have the architecture to do anything about it. The gap between knowing you have a problem and being able to act on it is what I spend most of my conversations unpacking right now. CIOs can see the risk. What they often can't see is how deep the lock-in runs. Unframe interviewed 228 senior leaders in AI, and we summarized our findings in the #EMEA #AI #Sovereignty Index 2026. We found that cloud and infrastructure are the hardest dependencies to replace (26%), ahead of the AI model itself (18%). If you're interested in receiving the full 19-page report, comment "AI Sovereignty" below, and I will send it to you directly.
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Frank Bergmann hat dies geteiltMost companies are asking the wrong question about AI: "which model should we use?" GPT? Claude? Gemini? Llama? All of them is the answer... with some caveats. Choosing one model and wiring your AI strategy around it is like choosing a cloud provider before you know what you're building. Models are changing too quickly. The best model for extracting data from 2 million documents may not be the best model for analyzing a contract. The best model for a customer service workflow may not be the best model for writing code. And the model that's best today might not be the best six months from now. So why corner in your business to one? Build for the job, not the model. That's what we do for customer's at Unframe. A well-designed AI system should be able to: - Send simple work to fast, inexpensive models - Send difficult work to models built for deeper reasoning - Use specialized models when the task calls for it - Keep sensitive workloads where they belong - Switch models when price, performance or requirements change - Use multiple models inside the same business process The model should be replaceable. Your company knowledge, workflows, integrations and business logic shouldn't be. That's what model agnostic really means. It's not saying "we integrate with OpenAI, Anthropic and Google" etc. It's being able to change the engine without rebuilding the car. The companies that understand this won't spend the next few years chasing whichever model tops this month's leaderboard. They'll build systems designed to take advantage of whatever comes next.
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Frank Bergmann hat dies geteiltI see this every day in enterprise AI right now. A company starts building. It makes total sense, they have engineers, data, a vision of what they want. Why pay someone else for something you can build yourself? Then they actually build it and then they realize.... running an AI system is a product in itself. It needs maintenance, model updates, someone monitoring it, security patches, and a team that understands it well enough to fix it when something breaks. That's before you even get to governance and compliance. And the people you need for all of that are expensive. Not "we'll figure it out" expensive... actually expensive. So now they have a system that sometimes works, a cost structure they didn't model for, and a team of specialists whose full-time job is keeping the thing alive instead of building the next use case. That's usually when the conversation about alternatives starts. We created an in-depth guide about what to build, what to buy, and where each makes sense. Comment "GUIDE" and I'll send it over.
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Frank Bergmann hat dies geteiltI spend way too much money on it, but I am almost obsessed with home office gadgets... My Elgato Key Light doesn't have a built-in way to turn on when the camera activates. It's always been manual, or you forget, and then you're 40 minutes into a call looking like you're in a cave. So I wrote a script for it. Camera activates, light turns on. Call ends, light goes off. It's a small thing but for me one of the best improvements being in calls all day long. I'm a bit of a perfectionist about my home office. Not because of how it looks on screen, though I do think that matters. It's more that the setup is something I live in every day, and friction adds up. If something still requires a manual decision, to me it's not actually finished yet. The goal is a setup I stop noticing. That's it. I might do another one on that small little Stream Deck. I am not a YouTuber/ Twitcher; they all use it. Anyone can imagine what kind of workflow you can add there?
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Frank Bergmann hat dies geteiltCome join us 🚀Frank Bergmann hat dies geteiltMeet the Unframe Sales Team. They came for the product, the founders, and the chance to do something that matters. They stayed for the pace, the people, a culture where everyone genuinely cares, and a CEO who rolls up his sleeves when it counts. "This is the future. That's where I want to be." We feel the same way. #LifeAtUnframe #Hiring
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Frank Bergmann hat dies geteiltBrutal truth for my peers, right? The best sales book I've read lately is "Fanatical Prospecting" by Jeb Blount. Not even close. The line that shocked me, even if it is nothing new: If you stop prospecting for 30 days, you feel it for 90. Pipeline math works in the opposite direction from what feels intuitive. You stop in October. November looks fine. December too, maybe. Then January is a disaster and you're trying to figure out what happened. I can say I've been there multiple times. In enterprise sales it's worse. The cycles are longer, so the delay between cause and consequence is longer too. By the time it shows up in your forecast, you've already missed the easiest window to fix it. The book is actually quite simple. That's probably the point. PS: Somehow moving away from physical books made it easier for me to read more. Anyone else like this?😅
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Frank Bergmann hat dies geteiltAudits run on evidence. A policy is a good starting point, but examiners expect considerably more behind it. Examiners demand more than an audit trail. They need a record that reconstructs a single decision from months ago, down to the data, model version, and configuration in force at that moment. Most deployments aren't close. 78% couldn't confidently pass an independent AI governance audit within 90 days, according to research by Grant Thornton. Among companies still piloting, only 7% were very confident. Auditability belongs in the architecture from day one. Decision records have to be captured at the moment they happen, because that moment doesn't repeat. See the 5 questions examiners ask every time + 6 artifacts that answer each one. Link in the comments.
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Frank Bergmann hat dies geteiltBayer combined two things I hadn't heard put together before Handelsblatt Summit. Dr. Bernd Lohmann described their "Dynamic Shared Ownership" model, introduced by CEO Bill Anderson, which stripped out management layers, from around 95 down to 57, and pushed decisions deep into the operational teams, everyone acts like an entrepreneur inside the company. GenAI is an explicit board-level priority on top of that already-flattened structure, not the other way around. On the research side, breeding cycles for new crop varieties went from five to six years down to four months with AI. And in one internal test, three independent AI agents disagreed with each other over a hypothetical new Covid variant, and the disagreement itself surfaced two genuinely plausible variant hypotheses researchers then took into the lab. What stood out to me is the order of operations. They flattened the org first, then dropped AI into a structure that already had short decision paths. Most companies do it backwards, they try to bolt agents onto an org chart with six approval layers between an idea and an actual decision, and then wonder why the agent doesn't move faster than the humans did. That sequencing, structure first, AI second, matches what we keep seeing at Unframe too. The technology rarely fails. The org around it usually does. #ZukunftIT Copyright by Handelsblatt & Foto Vogt
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Frank Bergmann gefällt dasFrank Bergmann gefällt dasAfter 9.5 years, yesterday was my last day at Rubrik, quite a journey that wouldn’t have been possible without the confidence of so many people Bipul Sinha, Arvind Nithrakashyap, Soham Mazumdar, Jerry Rijnbeek and Michael Oglesby, but first and foremost to all the customers that trusted us since the beginning (I can’t give names, but you know who you are ) and lastly for my team and all Sales and presales team I worked with, it was a blast ! But, “Toutes les bonnes choses ont une fin” as we say in French. As for a lot of us, life is really about the friends you make along the way and sometimes those friends reaches out with a new challenge that you can hardly say no to… hence today marks my first day as the Global Field CTO at Backupta Because I’ve witnessed it first hand with so many customers, it only takes one user, one credential stolen … for a whole company to go down, now more than ever Identity is the key and it doesn’t need just protection That's what Backupta does: make identity changes visible, controlled and recoverable across Okta, Entra ID and Auth0. My job doesn’t change, working with our customers, prospects, partners in conjunction with our product teams to turn real-world recovery scenarios into product(s), feature(s) and actual value ! Thanks a lot to Nicolas Ehrman, Yoann Legrand, Mayooran R. and Roland Kamara for their trust and bringing me in for this new chapter !
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Frank Bergmann gefällt dasFrank Bergmann gefällt dasLieber Martin Stephany, herzlichen Dank für die Einladung zu eurem Executive Dialogue „IT-Organisation der Zukunft". Benjamin Juntermanns, danke für die starke inhaltliche Aufbereitung. Dein Pitch hat das Thema auf den Punkt gebracht. Es war ein Tag voller Impulse, guter Gespräche und echter Leichtigkeit. Der gemeinsame Oktoberfest-Besuch war das i-Tüpfelchen. Danke euch und bis ganz bald! Christian
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Frank Bergmann gefällt dasFrank Bergmann gefällt das🤖 Human Friendly Automation – was bedeutet das eigentlich konkret? Darum ging es heute beim HFA Day 2026 bei Microsoft in München – und für mich vor allem um eine Frage: Wie schaffen wir es, KI und Automatisierung so einzusetzen, dass sie Menschen tatsächlich unterstützt? Die Herausforderungen sind klar: weniger Personal, steigender Unterstützungsbedarf und gleichzeitig der Anspruch, Leistungen verlässlich und wirtschaftlich zu erbringen. 💡 Automatisierung kann dabei helfen – aber nicht, indem wir bestehende Probleme einfach digitalisieren. Prozesse müssen besser werden, Beschäftigte früh einbezogen und Kompetenzen aufgebaut werden. Ein paar Gedanken, die ich aus München mitnehme: 🔹 KI muss konkrete Probleme lösen. Anna Kopp hat es treffend formuliert: „Wir brauchen keine Probleme erfinden – sondern wir lösen die, die wir haben.“ 🔹 Entlastung darf nicht zu Arbeitsverdichtung werden. Gewonnene Zeit sollte Raum schaffen für komplexe Anliegen, Beratung, Lernen und persönliche Zuwendung. 🔹 Menschliches Urteilsvermögen bleibt zentral. Gerade dort, wo Entscheidungen Menschen unmittelbar betreffen, müssen Verantwortung und Entscheidungshoheit klar bleiben. 🔹 KI-Agenten brauchen einen klaren Rahmen. Was darf ein Agent lesen, analysieren oder selbstständig ausführen? Wo braucht es Freigaben? Und wer trägt die Verantwortung? Genau hier liegt für mich der Kern von Human Friendly Automation: Technologie nicht isoliert betrachten, sondern gemeinsam mit Prozessen, Organisation, Führung und den Menschen, die damit arbeiten. Und vielleicht ist das die entscheidende Perspektive: Nicht alles automatisieren, was automatisierbar ist – sondern das automatisieren, was Menschen wirklich besser unterstützt.
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Frank Bergmann gefällt dasCalling all my fellow open-source enthusiasts! 🚀 Hacktoberfest is here, and Tirith is open for contributions. If you’re into Python, Infrastructure as Code, policy-as-code, or cloud security, come take a look, pick an issue, and build with us. 🛠️Frank Bergmann gefällt dasCheck out Tirith on GitHub: https://lnkd.in/gVpUzsCT There are three ways for you to contribute this Hacktoberfest. 1. Report a bug. Found something that breaks? Open an issue at https://lnkd.in/gpM7PUCs using the Bug report template. 2. Fix a bug or build a feature. Start with an issue labelled good first issue, or pick any issue tagged bug, enhancement or help wanted. 3. Write documentation. Add to the official Tirith docs, improve docstrings, or write a blog post or article about using Tirith. New to Tirith? Start here: https://lnkd.in/gkN3xhvs Have questions? Ask the team in our Slack community: https://lnkd.in/gTwub__y #Hacktoberfest #OpenSource #Terraform #PolicyAsCode #Tirith
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Frank Bergmann gefällt dasFrank Bergmann gefällt dasCan a dad joke make a team work better? Science says… maybe yes. I recently listened to Nicholas Christakis, social scientist and physician at Yale, talk about how societies evolve. By studying shipwrecks, he showed how the way a group behaves can decide its fate. His research points to eight social traits that help societies flourish and survive: 🔹 Identity 🔹 Love 🔹 Friendship 🔹 Social networks 🔹 Cooperation 🔹 Preference for one's own group 🔹 Mild hierarchy 🔹 Teaching and social learning So where does the dad joke come in? In a Yale lab experiment, 153 people worked in teams of three with a robot. In some teams the robot showed a little vulnerability: it told a joke, shared a personal story or admitted a mistake ("Sorry, guys, I made the mistake this round"). Those teams talked with each other about twice as much, shared the conversation more evenly and enjoyed working together more. My takeaway as a leader: being willing to admit a mistake, or to laugh at yourself, makes people more open. So here is my contribution to team spirit today 👇 Why was the computer cold? It left its Windows open… #Leadership #Teamwork #AI #Collaboration #Culture
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Frank Bergmann gefällt dasFrank Bergmann gefällt dasGetting to Know Brenntag 🕵️ Week 4 in my new role as VP Marketing & Communications at Brenntag. After 20 years in electrification, automation, and industrial software, I was curious about what it would feel like to change industries: from the OEM side to distribution, from power and grid to chemicals, and from manufacturing to specialized supply chains. My first impression? Better than expected.🎉 A big thank you to all my team members, the Executive Committee, and the many colleagues I have met during my onboarding journey who generously shared their knowledge and insights. Next up: hitting the road for customer visits and participating in industry exhibitions to deepen my understanding of customer needs and market dynamics.
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Frank Bergmann gefällt dasIch freue mich sehr, in diesem Jahr beim Nürnberger Nachhaltigkeitskongress dabei zu sein! 🌱 Am 25. September spreche ich über die „Upstream Challenge“ und darüber, wie wir bei Schaeffler die Reduktion von Emissionen in komplexen globalen Lieferketten angehen.🌍 Ich freue mich auf spannende Impulse, gute Diskussionen und vor allem den persönlichen Austausch vor Ort. Vielleicht sieht man sich in Nürnberg - ich würde mich freuen! #Nachhaltigkeit #SupplyChain #Sustainability #NürnbergerNachhaltigkeitskongressFrank Bergmann gefällt dasKlimaziele im eigenen Unternehmen umsetzen, ist das eine. Sie durch eine globale Lieferkette zu tragen, etwas ganz anderes. Willkommen bei der Upstream Challenge. 🌍 🧐 Jenseits des eigenen Werkstors wird es schnell komplex: Lieferanten, Produktionsstandorte, Transportwege und Ländergrenzen machen Emissionsreduktion zu einer Aufgabe mit vielen Variablen. Wie also wird aus einem Klimaziel ein Ziel, das sich durch die gesamte Lieferkette zieht? Damit beschäftigt sich Philipp Heidenreich bei Schaeffler. Als Vice President Supplier Sustainability verantwortet er ein Thema, bei dem Nachhaltigkeitsstrategie und unternehmerische Realität unmittelbar aufeinandertreffen. 💡 Wie Schaeffler die Upstream Challenge angeht und welche Erfahrungen das Unternehmen dabei macht, bringt Philipp Heidenreich am 25. September mit nach Nürnberg. In seinem Vortrag „Die Upstream Challenge: Emissionen in der globalen Lieferkette reduzieren“ gibt er beim 2. Nürnberger Nachhaltigkeitskongress Einblicke in eine Aufgabe, die viele Unternehmen beschäftigt. 👉 Los geht es übrigens schon am Vorabend: Am 24. September kommen Teilnehmende und Referenten beim entspannten Get-together zusammen. Neben der Ansprache des Nürnberger Oberbürgermeisters Marcus König gibt es bereits einen ersten fachlichen Impuls, bevor am nächsten Tag Praxisvorträge, Austausch auf Augenhöhe und Erfahrungen aus erster Hand auf dem Programm stehen. Die Plätze sind begrenzt – sichern Sie sich Ihren! 👀 👉 Jetzt für den 2. Nürnberger Nachhaltigkeitskongress anmelden: https://lnkd.in/e4h-dFdJ #Nachhaltigkeit #Lieferkette #SupplyChain #Sustainability #NürnbergerNachhaltigkeitskongress
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Joe Sinzer
95% is hard to ignore. That’s the share of organizations in Cloudera’s latest survey that delayed or canceled AI projects due to governance, compliance, or regulatory challenges. The findings offer a closer look at why enterprise data architecture is being rethought for AI: https://shorturl.at/70e1y
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Uwe Geier
The cloud market is maturing — and with maturity come growing pains. Vendor lock-in, sovereignty, repatriation — all important topics. “Back to on-prem” sounds strategic. But we shouldn’t ignore the fundamentals: Pure on-prem thinking often drives TCO per workload up significantly due to infrastructure costs and capital investment. Grateful to be featured in the latest IT-BUSINESS deep dive on the evolving cloud landscape. Full article: https://lnkd.in/dpe6TymN #Cloud #DigitalSovereignty #ITStrategy #TCO #HybridCloud #IONOS
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Sanjay Bhat
A significant milestone for adesso and an important achievement for our customers. Achieving Premier Tier status in the AWS Partner Network is a strong recognition of the technical expertise, delivery capabilities and investment adesso has made in cloud and digital transformation. For the Banking & Financial Services sector, this is particularly relevant as banks continue to modernize their technology landscape, adopt cloud at scale, and explore Data & Analytics and AI-driven solutions. With our strong AWS capabilities and industry expertise, we are well positioned to help financial institutions move from strategy to execution—and, most importantly, turn technology investments into measurable business outcomes.
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Ian Camino
🚀 When Kubernetes optimization goes from manual pain to silent superpower Scaling fast used to mean over‑provisioning, manual tuning, and rising cloud costs. That changed with Spot Ocean + In‑Place Right Sizing. ✅ Automatic infrastructure optimization ✅ Live CPU & memory adjustments (zero pod restarts, zero downtime) ✅ 15–25% leaner clusters without sacrificing performance ✅ Developers freed from constant tuning ✅ Predictable, scalable cloud cost governance The real win? Right Sizing runs quietly in the background, turning a repetitive, error‑prone task into continuous automation—so teams can focus on higher‑value engineering, not infrastructure babysitting. 💡 It’s not just about saving money. It’s about operational excellence at scale. #Kubernetes #CloudOptimization #FinOps #DevOps #SpotOcean #RightSizing #OperationalExcellence https://lnkd.in/et4exr48
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