Pragmatic leadership on time. Results from day one.

Starting pointNew shareholder, ageing legacy systems treated as a technology risk. The 30-year-old ERP had to be replaced within 15 months.

ContributionOwnership for the build, go-live and stabilisation of a new policy-management platform inside an international, cross-functional team — including change management for adoption.

OutcomeEnd-to-end digital processes, transparent KPIs, shorter cycle times and improved compliance posture.

Starting pointA growing mid-market business hitting the limits of analogue processes. Scale and automation urgently required.

ContributionIntroduced an AI-driven repair process. Built an AI-based customer-service chatbot to address shifting customer expectations and labour scarcity.

OutcomeScalable service architecture, cycle times reduced by >50%, transparent and steerable supply chain.

Starting pointSix sites with little collaboration, inefficient processes, site managers blocking change.

ContributionAs COO, set up two SSCs outside Germany, introduced central steering, closed five German sites and installed a new leadership team.

OutcomeUnified structures, significant efficiency gains and cost reductions, higher service quality.

Starting pointFollowing acquisition by an international financial group, multiple legal entities and IT landscapes had to be integrated.

ContributionDesigned and delivered the integration strategy, established a unified governance model, built a high-performing leadership team.

OutcomeSuccessful consolidation, reduction of duplicate structures, decisive leadership in place.

Starting pointInefficient supply chain with weak margins and no process standards.

ContributionMapped all suppliers, bundled volumes, introduced NPS-based steering. Identified best practice, defined standards and embedded them across the network.

OutcomeMarked improvements in customer journey, total cost of ownership and profitability. A robust service-provider structure.

Starting pointFragmented customer journey, no systemic transparency. Shareholders demanding clarity.

ContributionBuilt, embedded and developed an NPS-driven KPI system. Aligned operations, supply chain, sales and product to the customer.

OutcomeNPS as the basis for continuous improvement, cultural shift, strengthened market position.

For whatOperational leadership for banks, savings banks and financial-services firms — from vacancy cover to transformation. Steering of outsourcing partners such as Finanz Informatik, delivery of regulatory programmes, building of leadership teams.

For whomBanks, savings banks, insurers and financial-services houses in vacancy, transformation or special-situation contexts.

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For whatImplementation of the Digital Operational Resilience Act across the five DORA pillars. Maturity assessment, line responsibility, steering of critical third parties, audit and examination support.

For whomFinancial entities under delivery pressure — live mandates, BaFin and association audits, ICT third-party risk.

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For whatIntegration after acquisitions, mergers and carve-outs — across the four dimensions of governance, structures, IT & data and culture. Operational ownership, not slideware.

For whomPrivate-equity investors, corporates after acquisitions, mid-market in succession or sale situations, carve-out contexts.

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For whatOpEx reduction, site consolidation, shared-service build-up, process harmonisation. Quick wins in the first 100 days, structural levers across 12–24 months. Reliable, respectful, with handover.

For whomPE portfolio companies, mid-market in scaling phases, corporates with under-performing units, financial services in transformation.

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