
Tobias KilgaBusiness & technology leader // Organization builder
I build and lead technology organizations.
Today I lead the commercial side of SQUER’s Product, Data & AI business unit and hold its P&L. At MED-EL, I led Corporate IT across 14 countries.
I know what it’s like to approve a technology plan and then be responsible for making it work.
// Selected leadership work
All workSQUER
Oct 2025 – PresentHead of Product, Data & AI
Commercial and P&L responsibility for a roughly 30-person business unit. My co-head leads delivery; we share overall strategy.
The shift under wayI’m developing pricing for our software dark factory and working towards value-based pricing. The aim is to move beyond time-and-materials billing. Both the factory and pricing work are under way.
Read the caseÖsterreichische Post
Oct 2025 – Sep 2026Interim Head of Engineering · via SQUER
Led parts of the engineering organization, reporting to the VP Digital Logistics Platform. The platform carried millions of transactions across more than ten integrated systems.
Team structure and collaborationAlongside day-to-day engineering leadership, I reorganized a team and addressed how people worked together.
Read the caseMED-EL
2019 – 2025Head of Corporate IT
Senior management, reporting to the CEO and CDO. Accountable for people, the IT operating and capital budget, strategy and architecture.
What changedThe function grew from around 60 to more than 100 internal employees. Its managers took responsibility for audits, hiring and budget decisions within agreed boundaries, without routing every call through me.
Read the case
// How I lead
The full storyIt took me years to stop being the escalation point.
I started on the helpdesk at MED-EL. Taking the hard problem myself was how I learned to be useful. As the organization grew, that instinct made me the place too many decisions ended up.
The managers and I agreed on what each function owned, which calls were theirs and when they needed my backing. The harder part was letting a sound decision stand when I would have chosen differently. Eventually, I could be away for weeks and the team handled what came up.
People need to know what they can decide and when to ask for support. In this illustrated team, AI agents help with the work; people make the calls and review the results. Send me on leave to see the team continue without me.
Choosing what matters
You can decide the scope. Let’s talk if priorities clash.
Building it
I’ll take it from here.
Checking together
Can we check this together?
// When to call
Contact detailsExecutive leadership
CIO, CAIO and general management roles, or responsibility for a technology business unit. For boards, leadership teams and executive search considering who should own the people, budget and direction.
For a confidential conversation, send me a short note.
MessageAdvisory & delivery
AI adoption, IT strategy and organizations that need to change how they work. Delivery engagements and interim leadership run through SQUER; smaller advisory questions and second opinions can start directly with me.
Tell me about the problem and the people who will own it.
Message
I don’t take on staff augmentation, consumer growth marketing, ad-tech or token projects. Advisory work needs an accountable owner and enough capacity to carry it through.
// Speaking & writing
Invite me to speak
Speaking
Keynotes, panels and leadership workshops on what changes when AI agents join a team, and what it takes to get from a prototype to a system people rely on. In English or German.
- 2025 · KeynoteCANCOM Austria Tech Update, InnsbruckSecurity & AI: Intelligent defense in the digital age
- 2025 · Talk and panelStrong-IT IT-Security Roundtable, InnsbruckCybersecurity 4.0: Wie Generative KI Bedrohungen erkennt, Abwehrstrategien verändert und neue Rollen schafft
- 2023 · TalkLSZ CIO Kongress West, TelfsMeistern der Komplexität: Herausforderungen und Lösungen für moderne digitale Arbeitsplätze
- 2023 · TalkHandelsblatt Summit Zukunft IT, DüsseldorfBeyond Compliance: Wie eine zentralisierte Content-Strategie hilft, Cyber-Bedrohungen immer einen Schritt voraus zu sein
Three essays to start with
All essays- The managers were the infrastructureOn delegation, management appointments and a decision I left too late.
- The rollout was the easy partOn what teams need when AI changes their daily work.
- The AI production gap: Why enterprises stall between strategy and systemsOn ownership and the distance between an AI strategy and a working system.
// Contact
A short introduction is enough.
For executive search, leadership roles and board conversations, send me a short note. You can use the contact form, email me directly, or request a call.
tobias@kilga.ioAustria · DACH and Europe · English and German