Take the lead.
Bring clarity.
Deliver results.

When companies need strong operational leadership for executive or interim assignments, stabilisation or a well-managed organisational reset, I take responsibility and move things forward quickly.

Industry expertise25 years in engineering,
production, development,
operations,
supply chain

LeadershipLeading operations: 200 employees,
Operational Excellence (OpEx),
transformation,
restructuring,
site relocation

Execution focusTurn strategies, target visions and plans into operational results — with clear structures, roles and accountability

Why companies bring me in

To make change reach the organisation, its people and their day-to-day work, beyond presentation slides.

Leadership teams Transformation Conflicts Cross-functional interfaces Plant management Execution

Typical assignments

When organisations need to become effective again.

My role goes beyond analysis and advice. I take responsibility within the assignment: leading, bringing structure, facilitating, making decisions and ensuring delivery.

1Put concepts into practice

When a strategy or target vision is in place, but the concrete processes, roles and first implementation steps are still unclear.

From my experience: In a dynamic testing operation where planning was challenging, I developed and established a workshop management system that brought transparency to orders, prototype parts and operations. It was later rolled out globally as an IT solution.

2Reconnect functions

When silo thinking gets in the way of collaboration and friction slows down value creation.

From my experience: To eliminate friction in value creation, I resolved entrenched conflicts between the test vehicle workshop, prototype parts logistics and the production launch warehouse through mediation and clear standards. The result: a reduction of around 50% in errors and waiting times.

3Restructure through uncertainty

When change is necessary, but uncertainty, resistance and unspoken conflicts hold the team back.

From my experience: At Daimler, I supported site relocation and plant consolidation between Untertürkheim and Wörth, addressing resistance, negotiating with the works council and redesigning processes and structures.

4Give leadership teams direction

When priorities are unclear, decisions go round in circles or leaders no longer work towards the same goals.

From my experience: At Siemens Government Affairs, part of Roland Busch’s CEO Office, I realigned the leadership team’s collaboration and ways of working, achieving a measurable increase in employee satisfaction.

5Realign leadership and organisation

When new demands call for different approaches to leadership, collaboration and accountability.

From my experience: For an HR leadership team, I designed and facilitated an organisational development journey focused on silos, collaboration and new incentive systems.

6Embed transformation in daily operations

When change needs to work in everyday decisions, conflicts and results, beyond the project presentation.

From my experience: As an operations manager, I embedded hybrid organisational and role models (Lean & Agile), KPI-based management and prototype logistics into the daily work of a department with around 200 employees.

What sets me apart

The combination that delivers in critical phases.

Technical experience in plants and operations meets expertise in change and transformation. Impact comes when new concepts are understood and embedded in everyday work.

Engineering
Plant
Operations

Leadership
Accountability
Decisions

Change
Coaching
Facilitation

Practical execution

Understand operational reality.

Plants, production, logistics, cross-functional interfaces, performance indicators and high-pressure situations are assessed through hands-on leadership experience.

Turn change into manageable steps.

Strategies, target visions and actions are broken down so that teams regain direction, commitment and momentum.

Address processes, roles and the system together.

Workflows, responsibilities, decisions, conflicts and communication are considered together, as parts of one system.

Profile

Engineer, leader,
transformation manager.

25+ years of industry and leadership experience, operational responsibility for up to 200 employees, and more than 50 projects in transformation, organisational development, Lean Management and Operational Excellence (OpEx).

Mechanical engineering

Operations

Transformation

Leadership

Mid-sized firms & large groups

Career experience includes Daimler Trucks and Siemens, alongside running my own business.

Take the lead.Bring clarity.Deliver results.