Chief Executive Officer in Germany

• Proactive support of management in business field development & innovation management

• New development of a suite of business applications for analyzing valuation, P&L, and market price risk data

• Automation of all internal and external business and work processes

• Development of AI-based and AI-supported ETL processes as well as data analysis

• Business use-case development

• Business and work process optimization

• Enterprise architecture management

• Sales data analysis and forecasting as well as capture

• Inventory management & reordering

• Supplier management and communication

• Customs processing & clearance

• Shipping handling & warehouse coordination

• Interface management

• Technologies used: Microsoft Office 365, Microsoft Teams, JTL-Wawi, JTL-WMS, OTTO Partner Connect (OPC), Amazon Seller Central, DHL Global Forwarding, Jira, Draw.IO, Java (8,17,21,25), Jenkins, SonarQube, Git, Gitea, Spring Boot, Spring Batch, Vaadin, H2, PostgreSQL, Docker, Local LLMs, Postman, JasperSoft Studio, JasperReports

• Develop custom AI agents delivering 90%+ reduction in manual workload and significant efficiency gains
• Provide end-to-end AI strategy consulting: from digital assessment to implementation and change management
• Design and deliver tailored training programs and workshops on AI adoption, prompt engineering, and automation
• Support clients in implementing scalable AI solutions integrated with existing technology stacks
• Focus areas: AI strategy, automation, workflow optimization, and capability building

• 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.

2nd LoD/Change the Bank (CtB)

• CtB: External consultant and workstream lead for rectifying findings by BaFin following a special IT audit in the 2nd LoD, management of the work package for revising the ICT Risk Management & ICT Asset Classification in accordance with DORA Chapter 2, the processes for structural analysis, protection requirements, and control assessments (4 FTEs).

• Responsible for infrastructure, operations, network and VoIP, security, quality assurance, as well as asset management and business continuity
• Planning and implementation of all requirements related to NIS 2.0
• Responsible for application development
• Company-wide implementation of SAP S/4Hana and leading development of new business processes, incl. cut-over planning
• Digital transformation and cultural transformation toward a "doer mentality"
• Realignment of infrastructure (hybrid)
• Restructuring of the organization with partial outsourcing
• Management of four direct reports with a total of 25 internal and external employees
• Budget responsibility of up to €25 million

• Responsibility for the further development of digital service products with a focus on customer value, profitability, and scalable growth
• Development and prioritization of the service product roadmap based on customer feedback, market analysis, financial evaluation, and technical feasibility
• Identification of new digital service opportunities as well as derivation of product requirements, feature priorities, and value propositions
• Alignment of product vision, roadmap, and user experience with product owners, center of competence, sales, service, and market organizations
• Support of go-to-market activities, market validations, and internal training for the successful launch of digital service offerings
• Use of data-based decision-making to assess customer needs, business model assumptions, and product progress

• AI-native B2B SaaS for freelancer sourcing; DACH market.*

• Enterprise partnerships across four industries: structured and closed multi-stakeholder deals with Telefónica (Telco), Emma Matratzen (Retail), Nürnberger Versicherungen and Flatex (Financial Services), Hubert Burda Media and Serviceplan Gruppe (Media).

• Revenue and growth: scaled FRATCH from €0 to €3.8M annual GMV, with ~80% of revenue sourced from founder-led direct outreach and partner relationships.

• Channel partnerships: sold FRATCH as a SaaS solution to recruiting firms (e.g., YER) — built the partner-enabled motion alongside direct enterprise sales.

• Team build: scaled FRATCH from solo founder to a team of 7 across engineering, product design, operations, and supply outreach.

• Proprietary network asset: onboarded 15,000+ freelancers as registered users — the proprietary DACH network powering FRATCH's matching.

• Built and launched FRATCH GPT (fratch.io/gpt): a production conversational AI agent. Architected the full stack — LLM orchestration, embeddings, re-ranking — with hands-on involvement in technical design and execution.

• GTM build: owned the full go-to-market stack — outbound, LinkedIn (organic + paid), content, and sales enablement.

Building and establishing sales and marketing processes, as well as candidate management for executive and transformation mandates between Europe and Asia

• Initial situation**

• Asia-Connect started as a partnership for placing interim executives. After the first sales activities, scalable structures for sales, marketing, and candidate management were missing. With growing demand and the involvement of additional partners, there was a need for clear processes, defined interfaces, and reliable reporting in order to manage growth in a planned way and deliver mandates efficiently.

• Responsibility & approach**

• Built clearly structured end-to-end processes for sales, marketing, and candidate management.

• Implemented standardized candidate management from first contact to talent pool.

• Introduced binding marketing guidelines, including agency management and SEO implementation.

• Established a KPI-based content and reporting process.

• Introduced weekly KPI reviews and forecasts to manage marketing and sales.

• Implemented a structured sales process from lead-to-opportunity to contract closing.

• Piloted and continuously improved all processes in day-to-day operations.

• Results & impact**

• Introduced uniform marketing standards, including stable agency management (content output +60%).

• Established a KPI-driven content and reporting process with regular performance reviews (engagement rate >45%).

• Implemented a structured sales process from lead to close, with clear phase and decision logic.

• Implemented an end-to-end candidate management process with clear quality criteria and a scalable data basis (time-to-shortlist –40%).

• Increased efficiency in mandate fulfillment through shorter lead times and better coordination between sales and candidate management.

• Created a scalable operational base to integrate additional partners and grow the network.

• Project-based work in marketing automation, process optimization, and content.
• On-site operational assignments in fully English-speaking teams.
• Focus on self-organized work, changing locations, quick onboarding, and a high level of personal responsibility.
• Remote projects for Spartan Race Australia & DMC Europe, among others.

• Process Owner SAP ERP 8 FI, CO & Investor Relations
• Process Owner SAP Success Factors
• Responsible for 4 teams, 39 FTE
• Full responsibility for end-to-end processes in SAP for Finance, Controlling, HR, Investor Relations
• Interface to certified public accountants for Finance IT (KPMG)
• ITIL-4 implementation for service request change request and project management with Service Now (Project Manager)

• Led sales excellence and post-merger integration project for klarsolar GmbH into E.ON Germany
• Defined strategic integration and transformation: stakeholder alignment, B2B (up to 100 kWp) and B2C (up to 30 kWp) scaling, brand and sales strategy harmonization, synergy realization
• Developed and implemented holistic sales strategy 2025/26 with vision 2030
• Reorganized sales organization: lead generation, presales, inside sales, field sales, sales ops, after sales
• Introduced CRM-based lead qualification, performance monitoring, business rules and low performer management
• Established sales governance, performance reviews, continuous improvement processes, incentive and compensation logic
• Owned sales IT roadmap (ERP, CRM, BI, planning tools) and deployed KPIs, dashboards, control systems
• Professionalized sales recruiting, onboarding, knowledge management and training academy
• Acted as trusted advisor to C-level and shareholders, provided growth potential analyses and board recommendations
• Achieved all project goals on budget and timeline, seamless integration with measurable synergies in 6 months, increased market penetration and sales efficiency

• Management of a transformation program of 7 projects across 3 sites in Europe with special focus on coating, CTD and combination products

• Development of strategies, monitoring of progress and control of results

• Defining the scope in Jira, managing the schedule and milestones in collaboration with the project managers of the standalone products

• Coordinating cross-program collaboration and managing dependencies between all projects and suppliers

• Reporting progress and creating reports for C-level management

• Developing risk mitigation strategies and implementing effective measures

• Establishing collaboration between the projects, the development team and the core team

• Defining and establishing communication channels across sites and projects

• Identifying potential program risks and supplier management

• Defined roles and responsibilities across all projects

• Planned, organized and moderated cross-departmental meetings for analysis and documentation of dependencies and requirements

• Implemented and developed cross-divisional guidelines and recommendations to harmonize common processes

• Developed proposals to reduce complexity

• Defined the work culture and deliverables to ensure program gates and milestones

• Coached key team members to increase interdisciplinary cooperation

• Maintained tasks in Jira

• Regular audits and reports to TÜV Süd and SUKL

• Increased transparency for a complex program setup

• Implemented measures to reduce risks

• Established clear communication strategy for all involved projects and departments

• Completed CTD submission for combination products to TÜV Süd and SUKL

• CIO at nutrition R&D and producer (family owned)

Strengthened IT Team, recovered IT service, reviewed and streamlined complex SAP landscape, reviewed IT security set-up, reviewed laboratory IT

• Got a misguided restructuring back on track
• Successfully created positive momentum by motivating, inspiring, and encouraging employees to stay committed during this difficult phase
• Developed a solid strategy concept and created a 5-year roadmap from it
• End-to-end, AI-supported digitalization of collection logistics processes, which led to optimized operations and a significant increase in efficiency
• Designed a complex technical concept for automated, AI-supported textile sorting on an industrial scale
• Implemented efficient structures and established clear communication channels, which helped improve team coordination and clearly define responsibilities
• Strategic development and successful implementation of a dynamic sales structure, which, through proactive leadership and targeted talent development, led to higher sales momentum and employee motivation
• Created tailored concepts for international retailers, fashion brands, producers, and wholesalers (pre-/post-consumer textiles) as a key part of the new strategic direction
• Initiated and maintained partnerships between industry and research to advance the shared goal of “Circularity in Textile” with recognized expertise
• Targeted reduction of the investment backlog through modernization and optimization of machinery and plant technology, which led to a significant increase in operational productivity