Tansfom is one person: Dominik Muggli.

I have worked across most of the layers this work touches: writing software, shaping architecture, running infrastructure, and managing the projects and products that had to actually land. Twenty years of it, at two companies: Amgen, then thirteen years at Boehringer Ingelheim, where change had to survive real regulatory, technical and human constraints — not slideware constraints. There I led digital transformation, built the teams to do it, delivered dozens of initiatives, and was handed the mission-critical ones that had gone wrong. Staying that long meant living with the consequences of my own decisions — orgs, architecture, plans, vendors. Most consultants never have to. It is why I stay through delivery now. Decisions made during planning and execution have consequences for years. I was still there for mine.

The pattern I kept seeing was not a shortage of good ideas. It was the gap between the plan and the doing. A strategy engagement ends, the consultants leave, and the people who now have to execute it are the same people who were already fully booked. Six months later the initiative is quietly dead and nobody wants to be the one to say it.

Tansfom exists to close that gap. I take on the plan and the delivery, in the same engagement, and I stay until your team can run it without me. That is why this is a one-person firm: the person who tells you what to do should be the person who then has to do it.

It also means being honest about capacity — there is a hard limit to what one person can take on at once. If I am not the right fit for what you need, saying so on the first call costs us both thirty minutes instead of two quarters.