There's a gap between strategy and operations. That's where companies lose the most money. I combine operational leadership in international companies with strategic competence at the executive level, so growth and profit targets aren't just decided, but consistently implemented in day-to-day business.
I led international field service teams across four continents, from Europe to North America. As Head of Key Account Management at a US manufacturer in Detroit, I reported directly to the CEO. I speak the language of technicians just as fluently as that of executive management.
My network wasn't built at conferences or on platforms. It has grown over 15 years of shared operational responsibility – in energy technology, e-mobility, capital equipment, and automation. With contacts ranging from the shop floor to CEO level, across four continents.
Executive MBA (HWZ). I grew a B2B pipeline from 7 to over 35 million within 12 months. I know the levers in after-sales, sales, and scaling – and step in wherever operational excellence is required.
My business foundation spans operations management, strategic management, and efficiency improvement through strategic organizational development – the topic of my master's thesis. In practice, I managed budget and cost processes for an international business unit, strategically realigned CRM management, and cut marketing costs at a US manufacturer by 20% – while growing revenue at the same time.
This gap gets most expensive at three points. In after-sales. At the interfaces. In the execution of your strategy. I close it at all three.
The first gap emerges between sale and support. After-sales isn't a formality – it's the foundation for customer loyalty. I professionalize KAM and CRM. I sharpen the interfaces between service, sales, and management.
The second gap emerges between departments. Conflicts between development, production, sales, and management cost revenue, deadlines, and projects. I close them before the damage occurs. Objectively, economically sound, pragmatically.
The biggest gap emerges between decision and operations. We work out the levers for more revenue, business development, and stable margins. I drive implementation myself, directly on the ground, until the strategy delivers measurable returns.