Greater Salzburg
Why copy when you can become the benchmark yourself? As an experienced leader in innovation and transformation, I have built international teams and created tangible change with digital, IoT, and AI solutions. I am driven by identifying opportunities early on, turning ideas into scalable projects, and empowering organizations to not only master change but actively shape it. In this way, I help companies remain relevant and sustainably expand their innovative strength.
Building on my experience in leading product organizations through complex transformation phases, I joined NEXUS / E&L as Head of Product Division. I am responsible for the strategic and operational leadership of product management and software development within a mature and highly specialized healthcare IT portfolio. My focus is on enhancing delivery reliability, increasing organizational transparency, and establishing KPI-driven performance management structures. By evolving processes, strengthening cross-functional alignment, and advancing the product architecture toward a scalable web-based platform, I am enabling sustainable growth, improved operational efficiency, and long-term technological competitiveness.
My many years of experience in introducing agile methods led to my move to ABB. I am currently defining and implementing project management standards across all relevant areas and supporting future project managers through training, coaching, and mentoring. I am also building a strategic project portfolio and leading cross-functional, critical, and high-risk transformation projects. By introducing an agile development framework based on SAFe®, I am laying the foundation for scalability, transparency, and sustainable success.
Because of my expertise in the digitization of medical devices and the introduction of agile methods in a regulated environment, I joined W&H in 2017. There, I led and developed an interdisciplinary, international team of 20 employees and was responsible for group-wide innovation initiatives with an annual budget of €6 million. Among other things, I successfully launched an IoT-based predictive maintenance solution that reduced service calls by 25%. In addition, I developed a digital and innovation strategy, anchored it in the corporate strategy, and successfully implemented it.
Due to my extensive experience in the field of clinical data processing, I moved to KARL STORZ. There, I was responsible for the strategic and operational management of the global product portfolio ‘Medical Documentation’ and was able to reduce service requests by 80% and increase the EBIT margin from 3% to 15% – while maintaining stable sales. In addition, I expanded the product range to include solutions for clinical diagnosis and data management. To this end, I built an international team of 10 developers, product and marketing managers, led the acquisition of a company, and initiated AI-based research projects in the field of video analysis in collaboration with academic partners.
I was responsible for technical sales of IT solutions in the clinical sector, implemented sophisticated software solutions, and trained medical professionals. I also developed a radiation therapy information system and took over management of the product portfolio in close coordination with R&D management. Together with the management team, I was responsible for sales and portfolio management, thereby contributing significantly to successful market development.