Innovative and trend-setting platform for interim professionals in the German-speaking parts of Europe, has emerged as a start-up from a private network of interim professionals. The Company began building a new type of digital community for interim professionals. Features like newsfeed and instant messaging, project exchange, open/closed focuses group and several tools for transformation and marketing automation are used.

• Conception and development of a digital business model to build a community of interim professionals. 
• Organizing investor meetings. Building a team for areas like Performance & Content Marketing, Events & Partnerships, Fullstack Development, Software Architecture & KI. Building a brand. 
• Additional Role of an IT Project Manager. 
• Developing a corporate infrastructure.

• As an external member of the supervisory board, he advises on the strategic orientation, supports the supervision of management, decides on important personal issues and contributes an external perspective as a part of his professional expertise, especially stakeholder management.

• The aim was to increase acceptance of the infrastructure project among population through proactive change management. 
• To this end, systematic stakeholder management was carried out, e.g. by stakeholder mapping, digital dialogue forums, development of communities; in particular, the Agile Scales Framework was used. 
• Project ended when approval ratings in opinion polls had increased so dramatically that the licence to operate was secured - Arcadis started in December 23.

• As CMO with a non-voting membership in the UM Vorstand, he was e.g. responsible for the PMO of the whole organization during the coronavirus pandemic. One important task was the awareness-raising work in the fight against the Covid-19 virus. The collaboration with the renowned vaccine manufacturer BioNTech and with the pharmaceutical manufacturer Boehringer Ingelheim was close.
• In addition to effectively defusing several situations that threatened the organisation's reputation, Enzweiler's mandate focused on the extensive restructuring of corporate communications, marketing and ESG communications. Following a reorganisation, the number of social media channels increased fivefold between 2021 and 2023, with follower numbers and engagement rates rising significantly during project period.
• In addition to creating a vision for corporate communication, the promotion of a culture of learning and constant innovation within the team and the strengthening of diversity were also prioritised. 
• To this end, he used agile methods such as Sprint and Kanban. 
• Work was also carried out on community projects as part of social intranet planning.

• He proceeded as follows: Preparing for crises, particularly with regard to quality problems or sustainability issues that may affect the industry. 
• Optimizing digital communication channels and social media presence.
• Closing gaps in internal communication to promote a strong corporate culture.
• Implementing a new communication strategy. 
• Measuring success using predefined KPIs. 
• During the mandate, several crisis communication situations were defused together with the team. 
• The company's reputation was maintained and even strengthened. 

• As a Senior Advisor, he carried out the following project steps together with the decision-makers at RRA Germany:
  • target group analysis
  • strategy development
  • strengthening the brand identity & targeted marketing and PR campaigns as well as media placements
  • development of partnerships
  • setting up KPIs and regular performance measurement
• Measured against the KPIs of reach and brand awareness, the initial values were increased by + 123% and + 86% respectively during the project period

• realignment of sales strategy
• training and coaching
• use of CRM for better customer management
• use of AI for better data analysis and lead generation
• development of a performance-based renumeration system with targets
• harmonization of marketing and sales for better lead generation

• With the help of updates via social intranet and crisis apps, the workforce was kept up to date 24/7. 
• Communication took place via social media, press releases and interviews with the regional media. 
• An intensive dialogue was started with stakeholders, customers and suppliers, workforce was always the first to be informed. 
• Cooperation with the regional authorities was also intensive and went smoothly.
• KWB emerged from the pandemic even stronger since trust in the integrity and transparency of the company had grown further.

• Risks in the relevant business area including identifying weak points in the supply chain, assessing the quality assurance processes and reviewing customer satisfaction, were identified. 
• A multidisciplinary team was formed to respond quickly to crises. 
• Team consisted of departments such as production, marketing & communication. 
• A plan was developed to restore customer and public confidence in the event of a crisis.
• Quality controls in the manufacture of products were also intensified to ensure that products meet the high standards. 
• Supply chain management was recognizing bottlenecks at an early stage.
• Feedback systems and training programs were perfected. 
• Agile methods were practized in simulation workshops training to react flexibly to changes.

• Acute crisis communication regarding the surfacing of an alleged ?blood test for breast cancer" and related reshuffling of the Board of Directors.
• Interim management task as Chief Communication & Marketing Officer and as a non-voting member of the Executive Board. 
• Active support of top management through print and social media work.
• Stakeholder management through message setting with supervisory boards, boards of directors and newspapers. 
• The Net Promotors Score recommendation index rose from 59% to 63% in patient surveys despite the crisis situation during the period under review.
• This testifies for the fact that the hospital's reputation and brand have not only remained stable as a result of the contribution made by crisis communication, but have even increased.

Suzlon Energy Ltd specializes in development, manufacturing and marketing of wind power generation systems - a leading global provider of renewable energy solutions. The German branch of SUZLON Energy Ltd is located in Rostock and Hamburg and is part of the Suzlon Technology Organization. Suzlon Group is one of the largest wind turbine manufacturers in Asia and has a long-standing connection with Germany, as Suzlon already worked intensively with German researchers during its founding phase in the early 2000s. Together with the sales teams, a new B2B sales & marketing strategy was to be generated for the Europe & Middle East regions. In addition, the sales teams were to be trained to increase sales for the two most important wind turbine models.

• Sales Strategy was optimized in 7 steps:
  • market segmentation
  • product positioning
  • brand building
  • digital marketing
  • CRM
  • partnerships & networks
  • performance tracking
• Budgeting played an important role in the project. 
• At the end, the sales figures for the two most successful wind turbine product lines had risen by +23% within one year.

• Conception & implementation of a digital business model for content marketing as part of a mandate as interim managing director. 
• During the project period, the number of customers increased by +32%, revenue by +27%.
• Successfully set up a new digital unit based on Kotter's principle of two systems within one organization with a focus on Digital Content Marketing.

• Active crisis prevention in the face of class actions law suits as a result of alleged market manipulation and exhaust gas manipulation. 
• Litigation communication contributed to the dismissal of numerous lawsuits filed by US hedge funds.

• One-on-one coaching and workshops with several executives regarding change management and Clevel positioning
• Active positioning work in newspapers, magazines and social media

• Active crisis communication s interim manager facing logistics and supply chain problems in the entire company - Consequent Implementation of crisis prevention systems.

• Responsible for the Düsseldorf, Bonn and Frankfurt offices, overseeing more than 200 employees. 
• Increase in sales by +41% during the project period, increase in operating margin by +46%. 
• Under Enzweiler's leadership, Ketchum managed to become the largest communications consultancy in Germany.

• As Managing Director and member of the Management Board Germany responsible for a Team Practice with continuous double-digit growth rates in revenues and margins. 
• Also Head of the Düsseldorf office.
• Enzweiler was responsible for M&A Communication, Crisis Communication and Issues Management.
• Within 5 years, a dedicated practice was built with a growth rate of +226% in revenue and +374% in operating margin.