I advise and develop everything that has to do with data and its usability. Sometimes I am wearing the software developer’s hat or scaling data pipelines. Sometimes I’m involved in a consulting role only, sometimes I’m looking for the technical solution or suitable analysis method for days on end. In short: I work as a data scientist on everything that has to do with data acquisition and its use. Currently I am building up processes and capacities in a customer’s department. The future of work is characterized by the handling of data. Often data is already digitally available in databases, Excel tables, as email attachments or PDFs. The next step is to automatize recurring tasks, access new information, make data-based decisions and generally increase transparency and reliability. The most important thing here is to train communication and to develop an eye for new possibilities. My job is not only to juggle with data and models, but also to involve people and support the adaptation of processes.

It has not become easier now due to Corona. There are many internal events at virtual7: corporate events in Karlsruhe, such as the annual kick-off, Cluster Days, the conference or training days. Before Corona, I was approximately every six weeks in Karlsruhe. From time to time, you also meet colleagues at the customer’s premises. Corona has made things a bit more complicated. What helps a lot in team building is to do something together. For me, this includes Cluster Days, but also the opportunity to get advice from someone or simply ask how the others from the cluster are doing. Some time ago, we introduced a small colloquium in the team, which we use to exchange information with each other. This also works digitally. I never feel alone, but I’m looking forward to the personal meetings again. At virtual7, we are all widely spread anyway. Except for the conference or at the christmas party, you never see all your colleagues in one place. But what I noticed from the very beginning is that everyone is very open. There is no fear of contact. I think that is very encouraging.

That is quite exciting. However, hundreds of people have done it before, so there is no need to worry. After all, once you get to the customer, you are not thrown to the wolves, the customer wants to work with you. It’s about helping and working well. This is what all parties involved are interested in. While working with the customer I have noticed so far that people are very nice, especially in the public sector. I even had my team Dev with me at the first presentation at the client. On site there is usually an onboarding. You get your equipment, a safety briefing, a tour and are introduced to the team. The ‘new’ colleagues at the customer’s premises don’t remain strangers for long, you have a coffee together or go out for lunch and then most of the nervousness disappears by itself.

I make things work. A few things come together: First, I really like helping people. Secondly, I have a pretty good feeling for finding out where exactly the shoe pinches – often it’s anything but clear at first. Thirdly, I often have lots of unconventional ideas up my sleeve. If you play through these ideas systematically, there are usually one or two that fit like a glove and solve the problems not just somehow, but permanently.

That we reach the 21st century. That means that we are doing things that make you feel like it has to be easier. Digitalization should feel like the future and reach as many people as possible or achieve the impossible. Open Data in the public sector would be an important topic for me. Information generated in the public sector should be available and readable by man and machine. In addition, we should no longer run after hype topics, but rather create them ourselves. This requires space to gather experience and approaches to solutions in order to be able to develop good and future-proof solutions. Artificial intelligence is definitely an important and meaningful topic. However, I believe the problem is that the pragmatic middle ground is missing. There are many projects that want and promise everything and then inevitably fail because of their own demands. Elsewhere, on the other hand, the starting signal is delayed again and again. From this point of view, digitalization is a long-distance hike – it’s best to start running now rather than later. Over time, you get fitter and running becomes easier. Every beginning is difficult, but you have to start, and there is plenty to do. Another important point I see is to think and introduce data analysis in a broad sense. In my opinion, there is a lot of room for improvement that enables employees to use small data, automatize difficult tasks and gain information.