Entrepreneur. Crisis manager. Coach.
My perspective comes from companies, major projects and crises – and from a personal turning point that forced me to understand responsibility in a different way.
I know what it feels like to make decisions whose consequences do not remain abstract. They affect companies, projects, jobs and people. That experience continues to shape how I listen, ask questions and accompany change.
Between workshop floor, boardroom and wilderness
My professional path began in the practical reality of technical and skilled work. There, what matters is not how convincing an idea sounds, but whether it works under real conditions.
Later, I founded and led a limited company with more than 200 employees, co-founded a construction company structured as a public limited company and served on its supervisory board. In national and international projects, I worked with start-ups, medium-sized companies and international corporations.
I therefore know not only companies of different sizes, but also the different realities within an organisation: operational work, economic constraints, strategic decisions and the dynamics between people, roles and structures.
At the same time, I repeatedly sought situations in which familiar certainties were no longer available: travelling through the desert in an expedition truck, cycling alone in the Himalayas or sleeping beneath the stars on remote mountain passes.
These experiences expanded my perception. In autonomy and silence, it quickly becomes apparent what truly sustains us, which decisions are necessary and where we are deceiving ourselves.
Today, I bring these worlds of experience together. I speak the language of the workshop floor as readily as that of senior management, understand the culture of each and take operational constraints as seriously as what happens between people, roles and structures.
The turning point
For a long time, I believed I could control the strain. Then my body pulled the emergency brake.
The collapse was not a single event, but the accumulation of many years. It forced me to face a question that could no longer be answered through performance:
Do I want to continue like this – or am I prepared to carry responsibility differently?
The way back consisted of two years of decision and three years of transition. Five years in which I experienced how much courage, patience and honest confrontation it takes to change one’s life fundamentally.
I know the mode in which people function, solve problems and take on ever more responsibility. This “warrior mode” can take companies a long way. At the same time, it can consume founders, leaders and teams from within.
This experience makes me cautious about quick promises. Change is possible. But it needs a sustainable setting, an honest assessment of the situation and respect for the people expected to implement it.
Experience meets craft
My path did not begin in a coaching room. I worked on technical systems, led companies and took responsibility in projects where decisions had tangible economic and human consequences.
Today, this helps me avoid beginning at the surface in organisations. I can consider practical implementation, economic reality and human dynamics at the same time.
Structured project management, an MBA from the University of Wales Cardiff and training as a mindfulness-based systemic coach – MbsC according to DGSF standards – were added later.
For me, systemic work therefore does not mean disregarding economic or operational reality. It means understanding more precisely how decisions, structures, relationships and different perceptions interact.
For you, this means that I can take economic requirements seriously, consider practical consequences and, at the same time, make visible the dynamics that support or prevent change.
Today
Today, my partner Anja and I live and work between Germany and France.
On our five-hectare nature property in the Var, spaces for retreat and work are taking shape for people who consciously want to take time and distance from their familiar environment. Places where they can look at their situation afresh, develop new perspectives and gain clarity about what matters next.
Some conversations have their effect within the company. Others gain depth in a neutral place. And sometimes an entirely different setting – in nature or while travelling in our expedition vehicles – opens up new perceptions and possibilities for sound decisions.
Which setting is appropriate depends on the particular concern and on what best supports clarity, development and good decisions.
Perhaps you would like to begin with a personal conversation, learn more about the stance behind my work or explore my path in greater detail.
You may be facing a situation for which there is no simple or ready-made answer.
In an initial conversation, we examine together what the issue actually is and whether working together could make sense both professionally and personally.
This is about the stance behind my work that grew from those experiences.
“Between workshop floor, boardroom and wilderness” shows how technical practice, entrepreneurial responsibility and personal experience shape my work today.
It all begins with people.