Business Coaches in Germany

•      Led business development across DACH for a PropTech platform digitising distressed real estate and NPL asset sales — unlocking liquidity for illiquid assets through structured digital bidding processes for brokers, investors and insolvency administrators.

•      Developed and managed enterprise relationships with real estate agencies, banks, servicers and PropTech platforms — driving pipeline generation, commercial negotiations and partnership development across Germany and Europe.

•      Replaced opaque one-to-one negotiations with transparent multi-bidder environments — supporting distressed real estate sales, NPL/REO asset disposals, portfolio sales and high-demand residential listings with speed, compliance and auditability.

• Comprehensive project support from analysis and piloting through to implementation in the areas of change, process and project management.
• Design and delivery of customer-specific training courses, seminars and workshops on processes, organization and structures with clear objectives.
• Worked as a coach, trainer and keynote speaker on leadership, conflict and communication for up to 300 people.
• Trainer for mediators.

Using periods between projects to deepen leadership skills and Change Management methods.

• Personnel and culture development: Supporting specialists and managers with professional reorientation and providing strategic coaching for successful self-presentation.

• Empowerment & Performance Coaching: Conducting systemic personality assessments to identify performance bottlenecks and specifically develop strengths within teams.

• Moderation & Training: Managing interdisciplinary workshop and seminar groups in both industrial-technical and commercial environments.

• Advise B2B technology and mid-market companies on commercial strategy, sales effectiveness, operating model design, and scalable growth.
• Coach senior sales leaders and executive teams on GTM choices, leadership effectiveness, accountability, and execution.
• Support market entry and growth planning through structured assessment of customer segments, value propositions, channel options, coverage models, investment priorities, KPIs, and risks.
• Facilitate peer-level strategy sparring and translate strategic decisions into measurable commercial initiatives.
• Combine systemic coaching, sales leadership experience, and change management practice to ensure decisions are practical and adopted.

• Focus areas: location analysis and career planning, support during change processes or conflict situations, stress management and work-life balance

• E-Tech, manufacturer of customised solutions in the automation control sector, +60 employees
• Reporting line: Directly to the Managing Director/owner
• Development of vision, values and mission statement
• Establishment of communication structures
• Establishment of HRM – search, selection and hiring of the HR Manager
• Development of the sales strategy
• Development of the product strategy
• Analysis and improvement of production processes
• Holistic organisational development — HRBP ad interim
• Teambuilding for the management team
• Vision, values and mission statement development - cultural change
• Identification of requirements, creation of job requirements, employer branding
• Selection, conducting interviews and hiring of the new HR Manager

• Leadership coaching
• Coaching leadership teams
• Workshop facilitation (small groups and large groups of up to 120 participants)
• Team development measures (IT and non-IT)
• Conflict resolution / mediation in escalating conflicts

• Coaching the CTO on translating the product strategy into technical strategy and AI transformation of the R&D organization; acting as an independent sparring partner on strategic and technical topics

• Coaching professionals and leaders on leadership, career development, change and resilience; more than 1,800 coaching hours in three languages.
• Collaboration with coaching platforms such as Speexx, Unmind, Pack and SparkUs; clients include people from technology, pharma and energy, among others.
• Design and facilitation of workshops on team dynamics, change and leadership in uncertain times.

Initial situation: The managing director wanted to move from a project model to a scalable product model. Product ideas were there, but the path to a product-oriented company was not.

Developed a market-ready, scalable offer

Sharpened market segmentation

Optimized offer structure and pricing

Positioned it as a premium product

Created consistent branding between product and company

Aligned the corporate website and LinkedIn campaign with product communication.

Entrepreneurial coaching

• Managing the operational back office
• Handling quotations and invoicing
• Supporting preparatory accounting
• Coordinating appointments and operational alignments
• Interface management between management, clients, and external partners
• Structuring administrative processes in day-to-day business

By taking over operational back office tasks, management is noticeably relieved. Administrative processes run in a more structured, reliable, and efficient way, creating more time for clients, projects, and entrepreneurial decisions.

• Initial situation

Our discussions identified the following key topics:

• GROW strategy: organic growth of the company and its management
• Strategic approaches: developing, evaluating and further refining viable corporate strategies
• Perspective work: developing long-term goals and directions for the next 10–15 years – both at company level and for the management
• Approach

To address these topics, I offer you a structured coaching and consulting format based on three interlocking methods:

• GROW system approach: for clarity in defining goals, options and implementation paths
• Kraftbox method: for the targeted strengthening of personal and professional skills
• Strategy development according to EKS: for focusing on core competencies and sustainable positioning in the competitive environment

Successes and impact: The kick-off workshop for product and innovation development confirmed the results of the previous EKS strategy work and initiated the transition from strategic analysis to the implementation phase. The decision to pursue the development of additional in-house products and technologies as a strategic development goal created a clear perspective for the future. The next workshops will focus on the organizational requirements, the prioritization of specific innovation projects and the establishment of structured innovation management as a sustainable part of the corporate strategy. The process is ongoing.

• Management and optimization of a portfolio of about 100 projects (launches, in-field solutions, data & analytics, digital solutions, digital products)
• Optimization of the existing project standard (playbook) and alignment with the European and global organization (USA)
• Coaching project managers on setup, planning, cooperation with business, GDPR, GxP, data security and launches
• Preparing projects for works council information and project closeout communication
• Optimization of resource management (tracking, allocation, prioritization)
• Taking over individual project leads (off-/transboarding, event management, checking whether WhatsApp is allowed on a business smartphone)
• Supporting the hiring of external project managers
• Optimization of meeting structure, project controlling (KPIs), change and demand management
• Optimization of risk, issue, dependency and quality management and support during internal audits (GxP)
• Optimization of the portfolio steering tool (Smartsheet) on national, European and global level
• Design and implementation of a Business Value Complexity Scoring
• Building a strategic PMO with a sister department and optimizing cross-functional teams
• Reporting, communication and escalation at management level
• Leadership coaching for several future leaders (short-time assignment)
• Development of the concepts "PPM as a Service" and "Internal Customer Approach"
• Development and review of a concept "AI Data Governance" including roles and processes
• Selection and onboarding of the successor

• Interim Head of Controlling at a medium-sized industrial group in mechanical engineering: setup of group controlling, preparation for the planned IPO, realignment of monthly reporting
• Project at a medium-sized company in the steel and mechanical engineering industry: further development of cost and performance accounting; setup of a structured overhead cost sheet to determine hourly and overhead allocation rates for pre- and post-calculation; setup of a profit center accounting system to show the P&L by business unit
• Interim CFO at a startup in optics / photonics: preparation of financial and liquidity plans to prepare for financing rounds and funding projects; contact person for investors in due diligence processes; setup of monthly reporting for internal and external stakeholders; preparation of annual financial statements together with an external tax advisory firm (inventory valuation, provisions, etc.); contact person for project sponsors in funded development projects; optimization and digitalization of business processes in finance
• Interim Head of Finance at a startup in robotics: introduction of business processes; support during financing rounds
• Project at a medium-sized mechanical engineering company: introduction of cost and performance accounting