Strategy & Transformation Leader | Making change work across organisations, partners and regulators | M&A Integration,...

AI can draft the plan today. Most strategies still die between the deck and the doing, where business, technology and regulation meet, authority ends and everyone has a veto. That gap is where I have worked for more than 20 years, getting corporates,

• Auswahl Vertretern / Kooperationspartnern
• Business Development
• Change Management
• Fusionen und Übernahmen
• Interim Management
• Internationalisierung
• Markteintrittsstrategien1 J.
• Projektleitung / Teamleitung
• Regulatory Affairs
• Strategisches Management

AI can draft the plan today. Most strategies still die between the deck and the doing, where business, technology and regulation meet, authority ends and everyone has a veto. That gap is where I have worked for more than 20 years, getting corporates, partners, governments and investors to pull in the same direction.

What that looked like:
• Connected vehicles for a German premium automotive manufacturer, Saudi Arabia: 50+ people from seven organisations, from network operator to regulator. Planned over five years, live in 16 months.
• UAE: negotiated a cybersecurity and data-protection framework for connected vehicles at government level. Cleared for government and military use, still in force.
• Oman: a new IoT regulation would have stopped a market launch. After our engagement, the regulator dropped all requirements.
• A German public-broadcasting network: 11 member organisations, 22,000 employees, one platform, approval from every governing body.
• Due diligence and post-merger integration for investors, with a focus on how AI reshapes software business models.

What I bring to a leadership team:
→ The generalist's view: strategy, technology, finance and people in one picture, so decisions don't fail at the interfaces.
→ Systems thinking: seeing early where a market, a business model or an organisation is shifting, and what that means for the next decision.
→ People: getting experts, partners and executives to pull in one direction, including those who don't report to me.

Background: today, strategy advisory and sparring for founders, investors and managing directors. Close to where the venture world meets: in Davos during WEF week, member of the Davos Club, advisory board at the AI company Boardy. Co-initiator of the Europe–India Investment Summit, Global Advisory Board member at Accel Skill, speaker at business summits in Delhi and Mumbai.

Before that, I moved between consulting and operating roles: strategy and transformation leadership at an M&A consultancy, connected-vehicle launches from inside a German premium automotive manufacturer, transformation programmes for corporates and the public sector.

Based in Frankfurt. Looking for a leadership role in transformation, strategy or corporate development; selected interim and advisory mandates remain possible.

What I bring.

Capabilities
Change & transformation
Negotiation & stakeholder management
Post-merger integration
Strategy & corporate development
Programme leadership
Due diligence & business cases
Operating model & organisation design
Government & regulatory engagement
AI & business-model shifts
Facilitation & leadership development
Partnerships & investor networks

Sectors
Automotive & mobility
Telecommunications & IoT
Media & public sector
Financial services & fintech
Software, SaaS & AI
Real estate & infrastructure
Consumer goods
Defence & aerospace
Education & workforce
Travel & hospitality
Sport, culture & gaming

Regions
Europe
Germany, Austria, Switzerland
United Kingdom & Channel Islands
Middle East & Asia
United Arab Emirates
Saudi Arabia
Qatar & Oman
India
Vietnam, the Philippines & Guam
Americas
United States