From diagnosis to installed structure: structural diagnosis, workshops and offsites, leadership development, and interim mandates where the structure has to change while the operation keeps running. Fifteen-plus years inside large organizations ? federal ministries, automotive, consumer goods, mid-market, agencies.
Change Management ? Saatchi & Saatchi: integrated the agency's locations into one Saatchi Germany, direct report to the CEO; BVG: designed the first agile public tender.
Organizational Development ? THESIS digital (60 employees), Chilicon IT, Triplesense Reply (40 employees, leadership team).
Project Management ? fifteen years, federal ministries to mid-market; projects from 10 to 2,000 person-days, including postings in Vietnam and the UAE.
Stakeholder Management ? BVG up to board level, federal ministries, works council.
Leadership Development ? Triplesense Reply: eight team leads, eight months, two-day offsite.
Business Development ? international new-business steering at Aperto, including the Dubai office set-up; pitches and public tenders, from federal framework contracts to the BVG's first agile public tender.
Interim Management ? Interim COO at Chilicon IT (turnaround), Interim Head of Digital at Saatchi & Saatchi (Renault), Interim Account Director at Triplesense Reply (four years).
Business Unit Leadership ? Director of Operations at Saatchi & Saatchi, direct report to the CEO.
Restructuring / Turnaround ? Chilicon IT: full operational responsibility for cost and structure, delivery and client side.
Cost and Capacity Management ? revenue, cost and capacity analysis coordinated across the Saatchi Germany locations.
Leading Cross-functional Teams ? Renault: a 40-person cross-functional team across strategy, creative, production, aftersales and digital. interone: built the six-person Scrum team.
Leading Managers ? eight team leads at Triplesense Reply.
From diagnosis to installed structure: structural diagnosis, workshops and offsites, leadership development, and interim mandates where the structure has to change while the operation keeps running. Fifteen-plus years inside large organizations ? federal ministries, automotive, consumer goods, mid-market, agencies.
Change Management ? Saatchi & Saatchi: integrated the agency's locations into one Saatchi Germany, direct report to the CEO; BVG: designed the first agile public tender.
Organizational Development ? THESIS digital (60 employees), Chilicon IT, Triplesense Reply (40 employees, leadership team).
Project Management ? fifteen years, federal ministries to mid-market; projects from 10 to 2,000 person-days, including postings in Vietnam and the UAE.
Stakeholder Management ? BVG up to board level, federal ministries, works council.
Leadership Development ? Triplesense Reply: eight team leads, eight months, two-day offsite.
Business Development ? international new-business steering at Aperto, including the Dubai office set-up; pitches and public tenders, from federal framework contracts to the BVG's first agile public tender.
Interim Management ? Interim COO at Chilicon IT (turnaround), Interim Head of Digital at Saatchi & Saatchi (Renault), Interim Account Director at Triplesense Reply (four years).
Business Unit Leadership ? Director of Operations at Saatchi & Saatchi, direct report to the CEO.
Restructuring / Turnaround ? Chilicon IT: full operational responsibility for cost and structure, delivery and client side.
Cost and Capacity Management ? revenue, cost and capacity analysis coordinated across the Saatchi Germany locations.
Leading Cross-functional Teams ? Renault: a 40-person cross-functional team across strategy, creative, production, aftersales and digital. interone: built the six-person Scrum team.
Leading Managers ? eight team leads at Triplesense Reply.