started building websites in the mid-1990s. What began as curiosity turned into a career — and eventually into +Pluswerk, a network of TYPO3-focused agencies that I have been leading as CEO for over six years. But this is not about +Pluswerk. This is about TYPO3.
Questions, ideas or feedback about me, my candidacy or the future of TYPO3 and its community? I’m always happy to continue the conversation - here or in person, for example at Web Camp Venlo, March 12–14, 2026.
Just a short note on the increasingly common AI question: “Is the web dead?” or “Will we still need a CMS in the future?”
AI has already changed how people search for content. Classic Google searches — and the traffic that comes from them — are declining. Instead, users increasingly ask questions directly in AI systems.
But that doesn’t mean people have stopped looking for information. They still search — just through different interfaces. And when AI provides useful answers with references to trustworthy sources, users will follow those references to learn more, explore services, or take action.
To make that possible, the underlying content still has to exist, be structured, and be maintained.
Whether it is delivered to the web, search engines, or AI systems, someone still needs to manage that content. In many languages. And here we are with TYPO3 CMS.
Jens, I would like to ask about one governance aspect that I believe members should be able to assess before voting.
There seem to be considerations around organizational changes that could affect how teams, leads, and volunteers are expected to collaborate in TYPO3.
Since the Board elected this year will serve for three years, I do not think members should only learn about a substantial governance shift after the election has already taken place.
In your view, should a proposal of that kind, or at least its overall concept, be made public before the election?
And how do you personally assess stronger hierarchical leadership structures in a volunteer-driven open source community like TYPO3?
Hello Jens,
serving on the TYPO3 Association Board is a significant responsibility and an important volunteer commitment to the community.
Based on my experience, I estimate that fulfilling the role properly requires roughly 8 hours per week on average, including preparation, meetings, coordination with the Association and the community. In addition, there may be travel for events such as QSA meetings and other in-person gatherings.
Since this is a volunteer position without proper financial compensation, it requires a strong personal commitment of time.
How do you plan to ensure that you can realistically dedicate the time needed to fulfil the responsibilities of a Board member?
Hi Jo,
thank you for raising the topic of transparency - it’s something I care deeply about.
The world around TYPO3 is changing fast, and the Board has a responsibility to make sure TYPO3 doesn’t stand still. That means listening closely to the community, understanding what’s needed, and acting on it.
I have my ear to the ground. Through my daily work with TYPO3 across many stakeholders and hundreds of projects, I see first-hand what the community needs and where the challenges are.
What I can promise: transparency and reliability. Members deserve to know what the Board is working on, what decisions are being made, and why. No surprises, no backroom shifts. That’s one of my core commitments in the Krumm Contract - and I intend to deliver on it.
At the same time, TYPO3 needs clear structures and rules.
We must define responsibilities, decision-making scopes, and boundaries - so everyone understands who decides what, where alignment is needed, and how collaboration works.
The goal should be guided autonomy:
Leadership provides clarity, alignment, and accountability, while teams and volunteers retain ownership, trust, and the ability to act.
Hi Jens,
as a member trying to make an informed decision, I’d like to ask:
After one year on the Board, how would we as members be able to tell whether you’ve actually delivered on what you’re promising today? What would be a concrete indicator of success that we could point to?
I think it’s fair to ask this before voting – not just “what do you want to do” but “how will we know if you did it.”
Hi Ingo,
thank you for asking this directly - it’s a fair and important question.
I’m fully aware that Board work is a serious time commitment, and I’ve thought about this carefully before deciding to run.
Organizational backing:
As CEO of +Pluswerk, I have the privilege of working with a strong leadership team across our agencies. Over the past years, I’ve built structures that don’t depend on me being involved in every operational decision.
This gives me the bandwidth to take on this responsibility properly.
It’s a priority, not an afterthought:
I wouldn’t run if I planned to treat this as a side activity. Board work requires preparation, presence, and follow-through. I’m committing to that - the same way I commit to my public pledges in the Krumm Contract.
Relevant experience:
Running a network of 10 agencies across 4 countries means I already spend a significant part of my time on strategic coordination, stakeholder alignment, and cross-team communication.
The way I work - and structure my time - translates directly to Board responsibilities.
Travel and presence:
I’m already regularly attending TYPO3 events and other related events, as well as participating in higher-level coordination formats. This is not new territory for me - it’s part of how I operate.
In short: I have the capacity, the support structure, and the commitment.
And if I ever reach a point where I cannot meet that standard, I will address it openly rather than quietly underperform - that’s what transparency means to me.
Hi Matthias!
Great question - and one I’ve already answered for myself before deciding to run.
I’ve published the Krumm Contract with three specific commitments: transparency through regular Board updates, a focus on execution over announcements, and stronger feedback loops between practitioners and the Board.
After one year, here’s how you could check:
Are there regular, plain-language updates about Board decisions - not just meeting minutes, but context: what was decided, why, and what it means for members?
Can we point to concrete results that were delivered, not just initiated?
Is there a functioning channel where member feedback actually reaches the Board - and can you see where that feedback influenced decisions?
If the answer to any of these is “no” - hold me accountable. That’s the whole point of making public commitments. I’d rather be measured and fall short on something than promise nothing and call it a success.