Inbound 24/7 Customer Services (Energy, HVAC, Entertainment, Healthcare, IT, Telco) for B2B clients, over 25 years of legacy, Call and Text-based

Holding (MBI/ETA facility)

+ Zalvus (Recruiting/Tech): successful in helping founders out as Head of Enablement and CFO, when company had grown fast to 50FTE+ Parabel (Energy Control Systems/Tech): unsuccessful process on Management-Buyin as potential CEO&Managing Partner+ Challenger / Neo Banks (FinTech) Research and Application: Became Expert in Investing and Trading via RoboAdvisors, Scalable, Trade Republic, Weltsparen

Scaled up company (Energy, Billing/B2B Services, Tech) as Co-Founder with a strategic investor/Co-Founders group and Co-Managing Directors/Managers from scratch up to 140 people/9MEUR revenues/20% EBIT, scaled down to 20 people/1.5MEUR revenues/positive EBIT after buyout.Established smartmove as a provider of Business Services, IT Solutions and Consulting to leading utilities:EON, EWE, GASAG, GDF Suez, MVV, Vattenfall and others.Obtained SAP Service Partnership and established network of Technology and Delivery Partners.Developped (Senior) Management and several Functional Specialists Teams.Carried out Buyout in Feb. 2015 and obtained 100% ownership. Handed business over to competitor in Feb. 2020.

Founded company (ICT, Energy, Tech) with Remy Kozak as a company builder and interim managment provider. Remy and team members transitioned out in 2001/2002. From 2003 to 2006 I set up an Interim Management practice in Japan.Provided Interim Management in ICT and Utilities in restructuring situations to corporate clients (30 assignments)T-Systems, Deutsche Telekom, 3i and other VCs, Global One/Orange Business Services, Hitachi, Accenture, Bundesdruckerei:+ CEO @Software Development Company, growth phase, 3 months, stabilizing after failed Merger, 70 people+ COO/CFO @Software Development Company, pre-revenues phase, 6 months, restructuring, 50 people+ Project Director BPO/IT Projects @Deutsche Telekom AG, big clients outsourcing division, Post-Outsourcing-Integration phase, 6 months, Integration Management + Managing Consultant @Power Utility EON SE Hanse, Post-IT-Implementation phase, 1,5 years, SAP IS-U-trouble shooting and restructuring+ Managing Consultant @Deutsche Telecom AG, new IT-cost allocation process, 6 months, process development+ Project Manager/Security Systems Consultant @Bundesdruckerei, ID Personalization Hardware, 4 months, Business Analysis and Strategy Development

Market Analysis (Deep Tech), Global Business Development Center, Security Systems Division, I&TSOne of the best and most challenging experiences of my life.

Start-up (Tech) for BI/Data Warehouse Solutions, IT-Services which obtained Oracle Partner status.After a great start with over 1 M revenues in the first year, the complex company design with operations in Berlin and Brussels and strategic issues among the partners in the aftermath of the dot-com bubble burst led to the wind-down of the company.

(Re-)built team in Market Research and Strategy, managed international partnerships, recruited successor and transitioned out.Deutsche Telekom started to build options for the potential exit from Global One and charged T-Systems with building international capabilities for German MNCs. The CMO at T-Systems (then DeTeSystem) and Ex-Co-CEO at Global One contracted me to (re-)build the Strategy function at T-Systems. In the succeeding years T-Systems grew through the acquistions of leading IT companies DEBIS and GEDAS.

Global Management Postion great responsability, just another promotion, but time to leave and start my own business after having served 7 different Members of the Board in 2 years

Divisional CFO9 months on the job as Executive Assistant the Reorg hit and I was charged to build the finance function (including HR, Business Planning, Billing and Commercial Support, Shareholder Relations) for the Global Accounts division serving MNCs worldwide. Remote Teams in the US, France and Germany I did set up and led to function as a high-performance team. Build-up-work with first-class professionals made this the cornerstone for my executive career. After 15 months on the job Global One went functional and I moved with most of the team into the central finance organiszation which became home to all finance managers in 40 countries. I kept responsibilites for tricky shareholder relations to Deutsche Telekom and France Telekom/Orange and was promoted to being the deputy to the VP of Global Controlling.

Management Positionmany Corporate Develoment, Strategy and Reorganization projects as a perfect learning ground for consultants turned managers. Personal Highlights: IT Strategy Development with Accenture and Being part of a Clean Team in Due Diligences of Global Competitors.The Joint-Venture of Deutsche Telekom, France Telecom and Sprint operated from the start in 60 countries. Cultural clashes and business challenges in a game-changing approach to international Telecommunications made for long but satisfying hours in the offices in many countries.

ITC projects (Deutsche Telekom Reorg, Computer Retail)Hard work with long hours on clients' sites, but a solid basis for my succeeding carer as a managing entrepreneur and friends for life

Banklehre/Co-ed programme Banking during the first two years with a focus on loans (real estate and revolvers for SME). Then, 2 years of loans for SME in Berlin and eventually Partner Management for independent financial advisors in Berlin and Brandenburg.Solid German education and hands-on experience without extravaganza but useful basis for my CFO und entrepreneurial roles. Who does not want to understand their supporting bankers?