Additional role as Managing Director on top of my role as Head of Innovation at Vossloh AG. Leading the integration process of the company acquisition. Pivoting the business model and enhancing the maturity of the existing AI and computer vision based monitoring system. Engaging with customers to identify requirements and sales opportunities.

Design, implementation and facilitation of the corporate innovation process. Support of Business Units in finding and evaluating product/services improvement potentials and future business opportunities and related business models. Evaluation of new technologies and their potential in the context of rail track components and railway maintenance applications.

Co-creating digital products and services with customers to support our vision of a smart, efficient, safe and sustainable maritime ecosystem. Building up digital capabilities and coaching in innovation and agile practices.

Running and supporting strategic projects as part of the company's strategic projects team. Delivering in line with agile principles to make Zalando‘s purpose become reality. Projects served: leading the vendor management integration stream during purchasing process reorganization; coaching the wholsale system architecture development project team; shared lead of rebuilding Zalando‘s monolithic core platform into micro services architecture with the support of several teams; leading the learning and development stream during the introduction of a Dedicated Ownership type of organisation set-up. Extensive change and stakeholder management as part of all projects is a given.Growing and coaching software engineers (frontend, backend, data science) and agile development teams (data science, data engineering, check-out) along the lines of purpose, mastery and autonomy.

Heading the company‘s corporate competence development activities. Introduction of shared competence models across different competence fields (Leadership, Engineering, Project Management, Supply Chain, Service). Building the competence base for Industry 4.0 strategy. Establishing common learning and development processes and leading the requirements and use-case elicitation process for the introduction of a company wide learning management system. Establishing and leading the internal Konecranes University.

Leading the capability building and knowledge sharing activities needed in the global Port Services organisation across nine countries. Introducing the concept of communities of practice (guilds) to include service specialists, product development engineers and service technicians.

Leading innovation management and knowledge transfer projects in national and interational projects. People to People, Team to Team and inter-company (OEM - supplier) settings. Application of different methodologies (e.g. triad talks, expertise transfer workshops, lessons learnt workshops, etc.).

Building and leading the Innovation management cosultancy team and excecuting customer projects in the aircraft industry.