om3 in Zurich:
You speak with the person who leads your project.
om3 stands for IT project management, systems integration and e-commerce. Whoever sits in the first conversation carries the responsibility through to handover — for companies and public administration across Switzerland.
Company
Responsibility across the whole project.
At om3 there are no handovers between sales, consulting and delivery. Whoever takes up the undertaking in the first conversation also leads it — from the engagement through to handover into operation. Responsibility and point of contact stay the same for the whole project.
That carries large undertakings too: project teams of up to thirty are led, not staffed by us. The people come from your own organisation and from your suppliers — leadership, structure and responsibility come from om3. Decisions, states and agreements are documented so that an undertaking continues in good order even when the person responsible is unavailable.
om3 Marketing GmbH has existed since 2021. The experience that goes into its projects is older — it reaches back to 2001.
Person
Thomas Weber knows both sides of the table.
He has been leading IT projects since 2001 — as an external project manager under mandate and in a senior role on the client side. That double perspective shapes the work: someone who has been answerable for budgets and has faced steering committees reads status reports differently — and writes them differently.
From 2015 to 2020 as head of the financial applications group at the Canton of Zurich, responsible for migrating the finance administration's SAP landscape to S/4HANA — a project team of around 30 people over twelve months.
From that follows a simple measure: what is proposed has to prove itself in the client's day-to-day work — not in a presentation.
Experience
Principles
01 · Whoever recommends, delivers
Whoever writes the concept carries the deadlines, the budget and the result.
02 · The assessment comes before the engagement
Before you engage us, you know what we see — effort, risks and the route that reaches the result fastest. No surprises after the contract is signed.
03 · The recommendation follows the requirement
We are an Alumio partner and know the platform from live projects. Even so, it is recommended only where it fits the requirement — just like n8n, an SAP interface or a bespoke development. Which systems we know is where the assessment starts. Which of them is used is decided at the end.
04 · Finished means it runs without us
Documentation, handover and an orderly close belong to the engagement. A project is complete when your own operation carries the result without outside help.
Certifications
Certifications do not replace experience — they make work verifiable. Each covers a stage at which projects typically fail.
Where we stand on particular questions — shop systems, middleware, IT projects in public administration — is set out at length in our articles.
Classical project management to PMI — for large undertakings with a fixed scope and budget.
HERMES 5, the Swiss federal project management method — with the roles and deliverables your procurement office expects.
Structured requirements engineering — where the most expensive mistakes are made.
Agile delivery with Scrum — where requirements sharpen during the work.
Handover into operation and stable ongoing running — so the result holds after the project ends.