JAN CLAAS BRINGEZU
With a training as a bank clerk at Commerzbank AG and a degree in business administration with a focus on “financing”, Jan Bringezu has been involved in various tasks and functions in the financial services sector for more than 20 years.
After working as a consultant and project manager for KPMG Consulting / BearingPoint and bankon Management Consulting for seven years, he worked as project director for a card payment service provider in London. Prior to founding OSTHAVEN GmbH, Jan Bringezu worked as an independent consultant and project manager and most recently worked as managing director of a consulting firm within the team neusta group.
Jan has managed large and complex projects in the banking and payment environment. The focus of these activities was and is the project management and management, business development, business analysis, cut-over management, compliance, organizational development and process management in the areas of core banking and payments (banking, cards, online and mobile).
When we three founders discussed the philosophy of our company as part of the concretisation of the founding of OSTHAVEN, two things quickly became clear to us. Firstly, we wanted to be a reliable partner for our customers in matters relating to banking and payment, and at every stage from the initial idea right up to implementation and stabilisation. Secondly, OSTHAVEN should not only be an employer for the colleagues, but rather a place of further development and shaping.
We consistently implement this philosophy. All colleagues are “on the bridge” in determining the course of OSTHAVEN. This is evident both in the thematic positioning and in the development of offers for our customers, and above all in our project work.
In our projects, we see ourselves as an integral part and not as an external foreign body that knows everything better. Companies and projects often need impulses from outside, but they only work together in a team with the employees of the customer. In our projects we see ourselves as an integral part and not as an external foreign body that knows everything better. Companies and projects often need external impulse generators, but they only work collaboratively in a team with the customer’s staff.