Strategic company and organizational development, offering perspective & advisory to companies in fundamental transformation: „Thinking as a service“ - if you will - so you can "do better" in the future. Covering mostly the areas of digitalization, communication, collaboration, product management & service design as well as organisational development by reworking and optimising processes and strategies, leveraging critical thinking and systems theory. Co-creation of new business models and facilitating a mindset shift that enables an organisational renewal and helps adjusting the existing structures to given market conditions and context - enjoying to dive head first into complexity.Focused on solving complex problems for family owned, mid-market companies that work on products and services that matter and make sense to me, mostly health, energy and education. Engagements ranging all the way from introducing appropriate methodologies through application and training to interim management, coaching and the development of transformation strategies to create a more contemporary and contextually meaningful operating system for the company as a whole.

Driving disruptive dialogue and discourse: Leveraging my track record of challenging norms and perspectives to shred through conventional thinking, while we dance with those brave enough to trust us, as we step into the mosh pit of change and transformation... Hej ho, let's go! 🤘

Exploring life's intricate dance through the lens of systems theory! I'm the friendly philosopher-influencer wearing the outfit of a jester, helping people to navigating the chaos - with a sprinkle of joy. Let's collaborate in decoding the universe's grand algorithm – where complexity & comedy unite! 🤡

Lecturing on practical applications of systems theory in the module called "Challenging International Managers & Leaders" - aimed at students who seek to be challenged by real-world cases from different areas, be it mergers & acquisitions, digitalization, turning companies around, managing change, coping with a crisis, digital transformation or another topic of general interest.

Delivering keynotes in a wide array of locations, from associations to conferences and corporates, sharing insights and perspectives on Digital, Change, Innovation and Transformation from three complementary contexts: Technology, Business & Culture - how they affect each other and us. A selection of discloseable engagements can be found below:BUSINESS ASSOCIATIONS BDEW, BerlinCre100do, BilbaoECLF, BerlinOECD, Paris Skolkovo University - Russian State Innovation Conference, MoscowSPECIAL INTEREST CONFERENCESBeyond HR, AmsterdamCEDO Summit, StuttgartForum Innovation PFI, WienHandelsblatt Jahrestagung IT, MünchenInnovation Roundtable, FrankfurtInside HR Summit, Wien±15 smaller IT conferences & events„DIGITAL“ CONFERENCESCRAFT, BudapestDigitalK, Sofiare:publica, BerlinStretch, BudapestYear of The X, FrankfurtCONSULTING Odgers & BerndtsonRoland Berger / SpielfeldLARGE CORPORATEAllianzBMWBoschDeutsche BahnLindeNovozymesP&GRWET-Systems

Consulting and support of various clients, mostly medium-sized family-owned companies in a B-2-B manufacturing context, on all topics related to culture, change as well as transformation and increasing value creation by combining traditional and agile leadership principles.Successfully executed projects ranging from cultural analysis and development of corporate goals, values and principles to curation and design of an integrated toolkit of methods to make sense of projects. Delivered training and workshops on- & offline, and rounded out engagement through coaching at all levels of the organisation, including stakeholder management at the board and family levels. Shaping the development process to transform an entire organisation, from moving an annual leadership conference to the virtual world during lockdown and successfully executing a CRM project, to developing an entirely new operating system for the entire organisation that enables employees to thrive in our complex and volatile world.KEY RESULTSDevelopment of an adaptive management toolbox with more than 100 methods and five training modules (Design Thinking, Lean Startup & Business Model Design, Scrum, OKR and Agile Leadership) Conducted more than 25 training sessions, workshops and conferences (on- & offline) for various client groups with up to 150 people per event Executed complex client projects and lead the redesign of the operating model for a family-owned, mid-sized manufacturing company.

Development and implementation of the company's digital transformation strategy with a strong focus on internal operations and processes. Introduction of digital business transformation programs by implementing the new service operating system ("Service 4.0") for all direct service markets in Germany, Italy, Spain, Portugal and the Netherlands. Responsible for developing the business case framework, overall program plan, technical platform, and change management approach, training, KPIs and operational excellence. Established a dedicated productivity team to develop an adaptable, modular, and scalable business process model and implemented operational measures and measurements to ensure successful project and program delivery concurrently to daily operations. Built a business intelligence solution to support management and operational reporting, benchmark business processes, and ensure the program is achieving its projected value-adds.KEY RESULTSCreation of $20 million in productivity potential over 3 years. Achieved $1.5 million in direct cost savings in the first year, which enabled a $5.5 million productivity gain in the service business in 2020Productivity increase based on digital capabilities of up to 75% for selected employee groups (with an overall cost savings & capacity potential of up to 10% for the global organization)

Responsible for the development of a new operating system for the global services business (±800 employees worldwide, approximately $700M in annual revenue, responsible for ⅔ of total company profit) that enabled scalable and sustainable business operations and the creation of additional capacity for existing resources to develop innovative new service offerings in existing markets and new segments.Lead the strategy process for the Services team: from business analysis to the development of a program portfolio and governance model that enabled both, the structured execution of defined projects and the management of the resulting opportunities.Creation of the initial program plan and budget as well as an implementation framework for all projects included in the program plan. Coordination and communication between all involved functions (mainly engineering, digital and IT) as well as building the required infrastructure and integrations by successfully merging existing IT and OT platforms.Design and implementation of initial pilot projects in close cooperation with the German organisation, which provided proof of concept and laid the foundation for expansion to the global organisation.KEY RESULTSDevelopment of the strategic plan with more than 25 projectsProviding proof of function by executing the first 100 service cases with complete process automation (saving 60% administration time for field service technicians)Identified 20 percent growth potential in un/der-penetrated market segments (shift from an asset-based parts and labour model to enabling direct value creation for the customer)

Development and introduction of a common definition of the term "Digital" and establishment of a suitable qualification and training program (with elements of Design Thinking, Business Model Design and Lean Startup), as well as a process framework to promote collaboration, customer co-creation and innovation in all GE business units in Germany & Europe. Conceptualised and lead implementation of an online collaboration platform together with major industrial customers such as Deutsche Bahn, BMW and Schäffler in combination with the development and planning of a physical innovation center to promote customer innovation at the company's research campus in Munich.Designed and implemented the "FastWorks" training for trainers, which became the global training standard for this method at GE globally together with Eric Ries.Established specific consulting services that complemented the classic GE operating system (based on traditional management tools such as Six Sigma and Lean) with modern methodologies and training for GE businesses in various contexts: tasks included developing the life sciences strategy process to evaluate an entry into CRISPR/Cas9 technology, leading the strategy development for participation in the nuclear decommissioning tender process, and developing and delivering various workshop concepts related to change, innovation, and organizational development across GE businesses. KEY RESULTSMore than 50 co-creation initiatives launched with customersIntroduction of a new cultural framework and values ("GE Beliefs") as well as adaptation and implementation of a new feedback process and tools ("PD@GE") for >5000 users across GermanyTotal of 30+ consulting engagements with 2000+ participants in the Capital, Energy, Measurement Controls, Intelligent Platforms, Inspection Technologies, Healthcare and Corporate sectors of GE

Leading the IT organisation for GE Healthcare IT in the EMEA region: developing the strategy for operational integration of the predominantly US based organisation into the European operations of GE's larger medical core business. Central point of contact for strategy, programs, budget and execution of all IT requests, initiatives and escalations.Developed & established the governance model for the IT team and managed the overall internal budget for resources and programs (> $50M) in Europe. KEY QUALIFICATIONS ACQUIRED- General management and leadership communication- Governance & Budget-Management- Portfolio Management

Lead the quality remediation efforts for all legacy software platforms (>400 applications in 20 countries) to ensure compliance with FDA requirements in appropriate audits, and to reduce application portfolio as well as associated organisational and cost overhead by >60%. IT Program Manager for Due Diligence & Integration. Successful completion of due diligence and several integration projects, establishing of a new business unit "Respiratory Care" by combining the acquisitions of Breas and Versamed in Gothenburg / Sweden and Tel Aviv / Israel respectively.Member of GE Corporate University as part of the extended faculty providing key leadership training in speaking and presentation skills, influencing, and change management.KEY QUALIFICATIONS ACQUIRED- Risk & Quality Management- Due Diligence & Integration Management- Strategy & Leadership Development

Established a standardised service model for all non-core / non-global legacy applications covering standard user support, enhancement request management and vendor relations. Successfully built a team of 15 employees in four countries that supported a total of more than 100 applications (including three ERP systems) in five different technology areas and completed a total of eight quarterly closures without service interruptions.KEY QUALIFICATIONS ACQUIRED- Lean Six Sigma Black Belt Training- Programm Management- Team Management & Employee Leadership

Interim management for the IT department in Germany. Establishing and monitoring budgets and service level agreements for local IT support (mainly related to infrastructure and IT goods, i.e. telephony, email and server services) and acting as a central point of contact for the senior management team for all escalations and requests related to IT requests and services in Germany.Successfully managed and completed the IT project for the relocation of the pan-European central warehouse, which included all logistics for the EMEA business. The project was completed on time and within budget without disruption to ongoing operations.KEY QUALIFICATIONS ACQUIRED- Operational management with focus on the IT function- Planning & Budgeting- KPI design & SLA management

Lead the adaptation of the global CRM system (funnel management, quoting as well as commercial & operational forecasting) to the European business unit and the successful implementation of all modules for more than 500 users from field to top management in seven countries. Worked with the leadership team to drive organizational alignment, enable convergence for processes across all business units and improve operational and management reporting capabilities. Development & delivery of required training.KEY QUALIFICATIONS ACQUIRED- Project Management & Six Sigma Green Belt Training- Data analysis and process design - Implementation of training and change management

Rotational program that combines business administration and computer science lectures, allowing graduates to work at the intersection of technology and business. UCSB / GE Scholarship for Highly Gifted StudentsJANUARY 2001 - MARCH 2001, SANTA BARBARA / USA Exchange quarter at the University of California, Santa Barbara, focusing on computer science and macroeconomics.