There are no shortcuts to any place worth going
Beverly Sills
What I Stand For
I partner with people who carry responsibility — individually and in groups. To me, coaching is a protected space for reflection, honest sparring, and deliberate development. It helps leaders see their own role more clearly, make decisions more consciously, and shape impact more deliberately. Coaching is equally valuable at the group level: in executive teams, leadership councils, and teams where roles, collaboration, trust, and decision quality need to be developed together. Leadership is demanding because it is rarely clear-cut. It moves between strategy and humanity, between decision and participation, between personal conviction and organizational reality. That is precisely where my work begins: I help bring order to complexity, broaden perspectives, and shape next steps more deliberately.
My Mission
You certainly have been shaped by many different influences over the course of your career: your first direct manager, the support of your personal environment, a wide range of trainings and seminars. Undoubtedly also by difficult decisions and sometimes thankless situations you had to endure, as well as, without doubt, your first experience of leadership responsibility. In the best case, you have also repeatedly benefited from a coach suited to your position at the time. Yet all these different influences only ever show a fragment: they are pieces of a puzzle. My personal mission as your coach is therefore to work with you to put these pieces together, so that a clear picture of your own leadership can emerge — one that maps out a clear path forward for you.
My Experience
For fifteen years, I have worked as a managing director — with a particular focus on finance, but also well beyond it. I have carried responsibility in very different settings: in the German Mittelstand as well as in international corporations, in private-equity-backed companies, and in both commercial and non-profit contexts. I have had the opportunity to lead companies through phases of success as well as through particularly challenging situations, always with a strong focus on stability and well-founded decisions. It has always mattered to me to coach others, but also to be coached myself — because decisions made alone are usually the weakest ones. My path there was varied and wide-ranging: I originally aimed to become an orchestral musician — but then followed my entrepreneurial heart instead. After my studies and doctorate, I started at Procter & Gamble, where I learned the foundations of entrepreneurial thinking and cross-functional collaboration that still shape me today. This was followed by a move into medical technology, where as CFO EMEA I took on financial responsibility for an internationally active business spanning 22 countries. Next came the role of Group CFO at the MEDIAN group, an internationally leading operator of clinics with more than 30,000 employees — there I supported a buy-and-build-driven transformation that included, among other things, a refinancing and a large number of M&A activities. At Schülke & Mayr and at ESMT Berlin, I was subsequently involved in broader roles as part of comprehensive strategic realignments. Today, alongside my coaching work, I am active as a senior advisor and author in the fields of leadership, transformation, and artificial intelligence, and support several young companies through my role as a shareholder in the Berlin Angel Fund.
My Perspective
Only few people would invest significant time and money in an executive coach mainly to be well entertained. Purposeful leaders seek an honest exchange with someone who understands and challenges their situation — someone they can clearly trust. They want feedback they are convinced they could not get as clearly from anyone else around them. Shared success therefore comes from three things: a similar history, trust built together, and the conviction that someone can advance you just as they once advanced themselves. That is my standard for our work as your coach. I look forward to working with you.
How We Collaborate
My work is personal, confidential, and structured. At the outset, I clarify with you what is really at stake, which focus makes sense, and what time frame is appropriate for the issue at hand. As a rule, we clearly define how much time, depth, and attention a topic requires. From this emerges a holistic approach tailored to the person, the role, the council, or the organization. The focus is on your specific situation, your role, and the impact you want to achieve. What matters is not the length of the engagement, but its relevance, impact and results: which form of reflection, sparring, or joint clarification genuinely moves you or your council forward? Every form of exchange is possible — in person, by phone, or virtually. Especially when working with groups and councils, however, it has proven valuable to be personally present at the start of the collaboration.
