Vom Projekt zur Linie: Übergabe des operativen Lizenzmanagements an den internen Betrieb

Over the past four years, we have been responsible for operational and strategic license management for an engineering service provider. From the outset, it was clear that our support would be limited in time, as is the definition of a project. However, the tasks of a license manager do not end on a specific date. Responsibility for manufacturers, contracts, and tools is ongoing and long-term.

In 2025, our project therefore reached a decisive turning point: the externally managed license management was transferred to internal employees in a structured manner. The goal was to hand over the knowledge built up over many years, the established processes, and the operational responsibility in a sustainable manner without any loss of quality or friction.

A new internal employee was hired in the fourth quarter of 2024 with the aim of taking over operational license management in the future. In the following months, we systematically trained her in IT topics, license management, and the industry-specific requirements of the automotive industry.

As with any complex project, a clear plan was crucial. The end date was set: by the end of 2025, we as an external team would no longer be responsible for any operational activities. It was clear that the analysis phase was now beginning.

Which manufacturers and processes are currently handled by Complion? What is their license value and operational relevance? Based on these questions, we developed a standardized handover procedure for each individual manufacturer. This involved not only defining responsibilities, but also establishing a sound categorization system:

A selection catalog helped us determine the right transfer partner within the internal team, tailored to individual strengths and existing expertise.

Complete documentation was created for each manufacturer. This included not only the technical content, but also prepared transfer dates with the respective employees. The focus was on, among other things: mapping in the inventory system, the respective license metrics, and specific procurement and administration processes.

The most important goal when handing over operational responsibility is to ensure that ongoing operations are not disrupted. The specialist departments that rely on functioning license management on a daily basis should not experience any restrictions.

To ensure this, we rely on a structured, step-by-step handover:

Weekly handover meetings with the internal license managers form the core of our approach. At each meeting, a predefined manufacturer is discussed and officially handed over. From this point on, responsibility for this manufacturer lies with the internal team. Of course, we remain available as a point of contact if any questions or uncertainties arise.

In addition, Complion informs management about progress on a quarterly basis. These reports show transparently how many manufacturers have already been transferred, where there are still open issues, and where decisions need to be made. In this way, we ensure that the transfer not only works at the technical level, but is also accompanied and secured at the strategic level.

Experience shows that the key to a successful handover lies in a combination of clear structure, ongoing communication, and genuine knowledge transfer. Those who plan early and document consistently not only ensure a smooth handover, but also strengthen internal operational efficiency in the long term.

Our expertise ranges from major software manufacturers to niche areas of engineering. We take responsibility, create transparency, and take the pressure off your team.

Feel free to contact us! Together we will find the right solution.

Author: Khalid Abu Nemah