General Managers in Germany

Advanced AI company building comprehension and decision-making models for defense, security, and strategic intelligence environments.

• Designing GTM narrative and positioning for a technically complex product with no direct comparables
• Building institutional partnerships with defense, security, and policy stakeholders
• Validating commercial assumptions and sequencing go-to-market in a high-trust, regulated buyer environment
• Mapping the DACH enterprise and public-sector landscape for AI adoption

Appointed by investors to lead a critical turnaround and scaling phase for the DACH business unit of an automotive platform preparing for Series B.

• Stabilised and transformed a fractured regional team, building cohesion, autonomy, and leadership trust
• Reignited key client relationships, restoring operational continuity and driving revenue acceleration
• Increased profitability to 10% EBITDA within 2 months; scaled MRR by 1.6x within 4 months
• Improved Gross Margin from 37% to 42% in under 3 months
• Executed cross-functional strategies across commercial, operational, product, and legal
• Rebuilt management structure and hired key leadership to support long-term growth
• Negotiated SLAs and influenced product roadmap based on customer feedback and field data

• Built operational analytics dashboard suite for a multi-unit F&B group from granular Lightspeed POS data — KPI reporting, product-mix analysis, demand forecasting and expansion site-selection
• Automated weekly, monthly and quarterly reporting and P&L variance analysis, plus a demand-forecasting tool that converts POS data into hourly kitchen prep schedules
• Developed a customer-review intelligence system across six sites — automated data collection, AI classification into operational themes with bilingual reply drafting and an interactive dashboard, cutting weekly review analysis from 2.5 hours to minutes

• Independent leadership of the SFB Bavaria branch, including the Munich and Regensburg sub-branches, both technically and in personnel matters
• Strategy, development and establishment of the branch as one of the leading general contractors in Germany
• Ultimately responsible for successful contract acquisition, maintaining client relationships and the overall financial success
• Ensuring smooth operation of all processes from acquisition and bid preparation to resource planning and technical execution
• Representation and leadership of the branch and its operations according to laws, shareholder agreement rules, shareholder resolutions and company regulations
• Results-oriented implementation of Swietelsky's corporate goals
• Revenue responsibility of over EUR 40 million per year
• Responsibility for 40 employees
• Strategic development and implementation of growth targets for Swietelsky International
• Active market monitoring to open up new business areas
• Representation of the company in handling projects in the public eye
• Representation of the company at national events and with associations such as the Construction Industry Association
• Representation of the company in compliance auditing procedures
• Successful turnaround of the Regensburg branch, improving results and addressing legacy issues
• Successful establishment of the Munich branch
• Acquisition of Dawonia as a key client
• Implementation and execution of DIN ISO 9001 with successful certification in own units
• Management and execution of bids for the business unit with individual project volumes of EUR 500 million
• Development, installation and deployment of BIM expertise for business operations

• Steering strategic SAP S/4HANA transformation projects in global corporate structures
• Developing and implementing change management strategies and process optimizations
• Trusted advisor to C-level executives for carve-outs and post-merger integrations
• Information security management system (ISMS), ISO/IEC 27001, protection needs assessment, risk management & compliance
• Contract management focusing on legal, business and regulatory compliance

• created a comprehensive business plan for investor meetings
• developed strategy, legal frameworks, partner selection processes, and planned operational processes and risks using AI tools
• mediated between the owner and the team

• Project environment: Python, Java, Azure AI Studio & OpenAI Studio, embedding models, LLM as a judge
• Project language: German
• Project role(s): Project manager
• Project management for improving the performance of a chatbot
• Research and evaluation of approaches to improve and measure response accuracy and improve the chatbot's understanding of context
• Coordination of architecture decisions with the technical team and architects
• Coordination and transfer of research results into development tasks

• Interim sales mandates across multiple industries and market environments
• Targeted professional development in Artificial Intelligence and Professional Scrum Master
• Operational optimization and management of own business activities in property management and short-term vacation rental operations

• Refrigeration controls + IoT Solutions

• Operational transformation, integration and performance improvement assignments for B2B service, mobility and platform businesses.
• Integrated customer service teams, billing processes and partner contracts following the merger of two B2B fleet service providers, maintaining uninterrupted customer operations while reducing internal costs. Kept operations running without interruption on shared systems.
• Led the operational carve-out of a B2B mobility business from an energy group, establishing independent billing capabilities and a dedicated team while maintaining transaction continuity and reducing operating costs.
• Implemented automation and external exception handling for a growing parking operator, reducing costs per manually reviewed case by 20% and decoupling staffing requirements from transaction growth. Automated number plate verification using AI-supported workflows and organised external handling of remaining exceptions.
• Introduced AI-supported customer service processes, including a returns process that resolved clearly defined cases automatically and provided decision support for other cases.
• Coordinated operational readiness, support, billing and incident handling for the launch of a European vehicle manufacturer's EV charging services, enabling an on-time launch without overloading operational teams.

Reporting line: Executive Management

Budget responsibility: 100 Mio. Euro

Responsibilities & scope:

• Interim management of AIP at the Papenburg site, a subsidiary of Meyer Werft, including management of operational workflows, priorities, and interfaces
• Restructuring and developing the procurement organization and stabilizing operational procurement processes
• Overall responsibility for managing key procurement packages for shipping companies – from tendering and bid evaluation through negotiations to contract awards
• Establishing transparent management, reporting, and escalation structures for contract awards, delivery dates, risks, and pending decisions
• Developing and using Power BI-based reports to manage contract awards, order status, delivery dates, risks, and pending decisions
• Service contracts and subcontractors: tendering, negotiation, and award; commercial management of service provider work; and supplier, change order, claim, and escalation management
• Coordinating and prioritizing employees and supporting resource planning, task allocation, and operational decision-making
• Central point of contact between Executive Management, Project Management, Engineering, Procurement, Logistics, commercial teams, and suppliers
• Supporting the change process through clear responsibilities, consistent workflows, and stronger cross-functional collaboration

Results and achievements to date (ongoing):

• Stabilized operational workflows and established clearly defined responsibilities within the organization
• Significantly improved visibility of contract award status, delivery dates, risks, escalations, and pending decisions
• Structured management of critical procurement packages and early action on schedule- and delivery-related risks
• Improved cost and contract transparency through systematic bid comparisons, negotiations, and reviews of service contracts, change orders, and external service provider work
• Shortened coordination and decision-making times through consistent reporting and escalation structures
• Improved cross-functional collaboration between Procurement, Project Management, Engineering, Logistics, and suppliers
• Established standardized procurement and management processes as a lasting foundation for an effective, scalable organization

• Strategic and operational responsibility for the Operations and Personnel division for train crew in Odenwald, Rheingau and Frankfurt.
• Leadership and management of employees and managers.
• Responsibility for operational processes, workforce management and organizational development.
• Optimization of structures, processes and collaboration within the division.
• Development of leadership, performance and operational organization.

• Wrote the book chapter “Entwicklung eines digitalen Geschäftsmodells” for the Springer Gabler collection “Praxishandbuch Digitales Management”.

• Designing and delivering learning content for electronics/electrical engineering (theory & practice)
• Conducting targeted exam preparations for apprentices and dual-study students
• Intercultural coaching of interns and promoting knowledge transfer