Greater Nuremberg Metropolitan Area
Transformation fails without leadership and leadership fails without execution. I work at the intersection of industrial engineering, leadership and change management, where complexity is high, pressure is real, and results matter. Over the past years, I have led and supported large-scale transformations in industrial and manufacturing environments, focusing not only on processes and structures, but on the people who make change sustainable. My core belief: - Change is not a project. - It is a leadership capability. Successful transformation requires: - Clarity over complexity - Ownership over hierarchy - Performance and trust, not one instead of the other What I focus on: - Leadership-driven transformation in complex industrial systems - Building resilient engineering and operations organizations - Translating strategy into execution under real-world constraints - Embedding change management as a core operating capability How I lead: - Clear direction and decision-making, even under uncertainty - Strong accountability combined with empowerment - Structured change governance, not change by activism - Continuous development of leadership capability across teams The impact Organizations that move: - from activity to impact - from siloed functions to aligned systems - from short-term fixes to sustainable performance If you are interested in leadership, change management and industrial transformation, or simply believe that execution is the ultimate leadership test, i’m always open to a meaningful exchange.
Co-Founder of Business Mastery (www.businessmastery.ae), responsible for the strategic development and operational build-up of a consulting and training platform focused on leadership excellence, operational performance, and business transformation. • Defined the business model, value proposition, and go-to-market strategy for executive consulting and capability-building programs. • Developed and structured leadership, performance management, and operational excellence frameworks tailored to senior management and high-potential leaders. • Led content strategy, program architecture, and methodology design, ensuring practical applicability and measurable business impact for clients. • Supported client engagements across strategy, leadership development, and performance improvement, acting as sparring partner for executives and decision-makers.
Overseeing European manufacturing operations and Lean transformation initiatives, including integration projects and value-added performance improvement across multiple sites. • Directed cross-plant Lean Management programs across European sites, improving plant productivity by 10 % and reducing non-value-added activities by 15 %. • Led the successful integration of Ewellix Sofia into the European operations network. harmonizing processes, KPIs, and production standards within six months. • Conducted detailed plant performance analyses to identify efficiency gaps and increase value-added share, enabling a 3 % EBIT improvement across the region. • Supported local management teams in implementing standardized shopfloor systems fostering a sustainable continuous improvement culture. • Collaborated with global operations and finance to align plant metrics with strategic cost and output targets.
Responsible for productivity and cost optimization initiatives across Industrial Europe within the FIT program. • Lead for Industrial Europe, managing a cost-reduction program targeting €300 million annual savings through process optimization and Lean deployment. • Delivered sustainable productivity gains of 8–10 % across European plants by implementing standardized value-stream and efficiency analyses. • Led workshops on cost-structure transparency, enabling data-driven decisions on headcount, material usage, and machine utilization. • Collaborated with site leaders to implement Lean tools while establishing Lean leadership roles, mindsets, and routines across all production sites • Coached plant management teams in leadership, problem-solving routines, and daily Gemba management, fostering a sustainable continuousimprovement culture
Responsible for plastics technology and needle roller assembly operations, leading production teams and ensuring performance, cost efficiency, and process quality within a €35 million annual budget. • Led 4 team leaders and 86 employees, fostering a performance-driven culture with clear KPIs and structured daily management routines. • Managed full budget planning, cost tracking, and variance analysis for €35 million annual spend, achieving cost savings of 6 % YoY through process standardization and material efficiency. • Implemented Lean production methods (5S, Poka-Yoke, SMED) reducing changeover times by 15 % and improving line availability. • Introduced data-based quality monitoring and root-cause analysis, cutting defect rates by 20 % and enhancing delivery reliability. • Developed first-line leaders through leadership coaching and kata routines, strengthening accountability and problem-solving at shopfloor level.