Germany
I’m an HR leader focused on building strong leadership capability and scalable talent strategies in complex, international organizations. With more than 9 years of experience in global matrix environments, I work at the intersection of talent management, leadership development, learning strategy and organizational transformation. In my current role as Head of Talent Management & Development at Schenker (Cluster Germany/Switzerland), I am responsible for shaping and implementing talent and leadership frameworks for more than 13,000 employees, including enterprise-wide succession management, leadership development programs and initiatives across multiple leadership levels, employee engagement and a scalable learning ecosystem. Before joining Schenker, I held HR strategy and transformation roles at Deutsche Bahn and Kienbaum, where I contributed to HR operating model redesigns, organizational transformation programs and enterprise-wide talent processes. I particularly enjoy working at the intersection of strategy, organizational development, and leadership enablement, partnering with senior leaders to translate business priorities into impactful people solutions, while having worker's council, HR partners, HR centers of expertise and HR services on board. Core areas of expertise include (Schwerpunkte): Talent Management (Talentmanagement & Talentprogramme) Leadership Development (Führungskräfteentwicklung und Nachwuchsführungskräfte) Succession Planning (Nachfogleplanung) Talent Strategy Talent Identification (Talentidentifikation, Potenzialanalyse, Diagnostik) Organizational Development (Organisationsentwicklung) HR Transformation Performance Management Leadership Programs (Leadership Programme) Employee Engagement (Mitarbeiterbefragung, Pulse Checks) HR Governance & Works Council Collaboration (Mitbestimmung) SAP SuccessFactors
Lead HR Solutions for the Bundesdruckerei Group, developing, steering and implementing people strategies and HR solutions together with my teams. Responsible for a broad portfolio of HR disciplines spanning the full employee and organisational lifecycle. Areas of responsibility include: • Corporate HR Governance & Regulations • Labour Relations • Talent Acquisition & Pipeline Strategy • Talent & Performance Management • Learning & Development • People Analytics & Intelligence • New Talents • Change Management • Culture & Leadership • Compensation & Benefits
Led Talent Management, Leadership Development and Learning strategy for more than 13,000 employees across Germany and Switzerland. Member of the regional P&O leadership team with direct reporting line to the Chief People Officer. • Designed and implemented the regional talent strategy, covering talent identification, succession planning (Nachfolgeplanung) and leadership development • Owned talent and performance management frameworks, including governance, calibration processes and talent reviews (Talentkonferenzen) • Developed leadership programs and learning initiatives to strengthen leadership capability across multiple leadership levels (Führungskräfteentwicklung) • Established succession pipelines and talent development pathways for critical roles • Aligned learning and development offerings with business priorities and future skill requirements (Personalentwicklung) • Contributed to large-scale HR transformation initiatives, including the evolution of the HR operating model and portfolio planning • Collaborated closely with HR Business Partners, senior leadership and employee representatives (Betriebsrat, Sprecherausschuss) to translate business strategy into scalable people solutions • Drove HR transformation in preparation for the merger with DSV – including process design, portfolio planning and change management (Veränderungsmanagement) Selected achievements • Introduced an integrated talent and succession management framework across the DE/CH cluster • Established leadership development programs across multiple leadership levels • Contributed to the HR transformation and evolution of the regional HR operating model
• Developed and positioned central HR instruments for leadership and employee development across business units (Führungskräfte- und Personalentwicklung) • Ensured governance and co-determination compliance; negotiated with works councils on implementation (Mitbestimmung) • Coordinated portfolio leads and experts; led 10 specialists across three teams to deliver consistent standards
• Implemented a fully digital succession management approach; drove continuous optimization of process and tooling (Nachfolgeplanung) • Led stakeholder communication with top management and works councils (Betriebsrat und Sprecherausschuss); facilitated enterprise-wide adoption • Owned budget; led a team of 5 experts; established KPIs and governance for talent pipelines and readiness
• Supported a deep transformation of a DAX company’s HR organization and HR operating model (HR-Organisation/HR-Betriebsmodell) with end-to-end process analysis. • Conducted benchmarking to identify best practices; shaped recommendations for an HR operating model redesign (Organisationsentwicklung) • Enabled change adoption through communication, stakeholder workshops, and implementation roadmaps
• Designed instruments for identifying, developing, connecting, and staffing talent at middle and upper management levels (Talentmanagement) • Managed enterprise-wide rollout and governance; established standards and guidance for business units • Collaborated with leadership and HRBPs to align talent processes with strategic workforce plans (Personalstrategie)