Ebbs, Tyrol, Austria
I am a Managing Director and COO-near executive with end-to-end responsibility for operational performance, governance and enterprise-level transformation across complex, regulated and service-driven organizations. Operating at COO-near scope, I combine strategic leadership with executive oversight of operating models, scalability and international delivery while holding full P&L accountability. My focus lies on driving sustainable performance improvements in environments where reliability, compliance and service quality are business-critical. Over the past years, I have led multi-site and international organizations through large-scale transformations, including restructurings, post-merger integrations, productivity programs and operating model redesigns. These initiatives were executed in close collaboration with executive leadership teams and international stakeholders, often under conditions of high complexity, regulatory requirements and organizational change. I work at the intersection of strategy and execution, deliberately avoiding operational micromanagement while ensuring clear accountability, governance and measurable business impact. Transformation, in my experience, is most effective when structural clarity, disciplined execution and people leadership are aligned. Technology, including AI-enabled solutions, is applied pragmatically as an enabler of better decision-making, operational efficiency and governance. It is integrated where it strengthens transparency, consistency and scalability—always embedded in clear responsibility models and regulatory constraints. My leadership approach is characterized by clarity, pragmatism and a strong sense of responsibility for outcomes. I am particularly effective in situations where organizations must transform while continuing to deliver stable results in customer-critical and regulated environments. Areas of focus include enterprise transformation, COO-near leadership, operational excellence, governance, international delivery models and the scaling of service-oriented organizations.
I hold overall responsibility for the operational and financial performance of multiple service locations, including full P&L accountability for two established sites and the strategic setup of an additional location currently in planning. Operating at COO-near scope, I lead executive governance, performance management and leadership alignment across the organization, ensuring operational stability, scalability and consistent service quality in customer-critical environments. In parallel to the local line responsibility, I carry an international transformation mandate focused on the development and rollout of a multi-skill operating model across nearshore delivery locations. This includes the design of scalable structures, capability development and cross-border governance frameworks to enable sustainable productivity improvements and international delivery readiness. The role combines general management accountability with enterprise-level transformation responsibility, balancing local execution with international scaling and long-term organizational development.
In this role, I was responsible for supporting the expansion and strategic repositioning of existing operational units within a complex, international service environment. The mandate combined market analysis, restructuring assessment and transformation delivery, with a strong focus on enabling informed executive decision-making rather than managing isolated projects. I led cross-functional and cross-regional initiatives across multiple countries, operating in a matrix organization without formal line authority. The focus was on aligning commercial objectives, operational feasibility and organizational readiness during expansion and transformation phases. This required structuring complex information, assessing risks and opportunities, and translating strategic intent into executable programs. A central element of the role was the evaluation of existing operational setups and growth scenarios, including commercial and operational due diligence activities. Based on these assessments, I supported senior leadership in defining restructuring options, investment priorities and scaling paths, balancing speed of execution with operational stability. The role demanded close interaction with executive stakeholders across operations, finance, commercial and support functions, as well as the ability to navigate competing interests and high levels of complexity. Impact was achieved through governance, influence and structured prioritization rather than hierarchical authority. Overall, the position further strengthened my experience in enterprise expansion, transformation delivery and program governance within international, matrixed organizations.
As Site Director, I held full end-to-end responsibility for the operational, financial and strategic performance of a multi-unit service center within a regulated BPO environment. The mandate covered several business units and local support functions, with full P&L accountability and direct leadership responsibility. A central focus of the role was ensuring stable, high-quality and economically sustainable service delivery while simultaneously addressing structural challenges and changing market requirements. This required balancing day-to-day operational performance with longer-term strategic adjustments in close alignment with regional leadership. In addition to overall site governance, I led transformation initiatives including restructurings, ramp-ups of new client operations and continuous improvement programs. Particular attention was given to workforce stability, health-related initiatives and leadership alignment, recognizing their direct impact on performance, quality and cost. Rather than managing through isolated KPIs, the emphasis was on strengthening accountability, transparency and decision-making structures that enabled sustainable performance under demanding market conditions. The role combined operational depth with strategic perspective and disciplinary leadership responsibility, further strengthening my general management capabilities in complex, customer-critical and regulated environments.
I held end-to-end operational and commercial responsibility for a large international client program spanning multiple European locations, with overall accountability for performance, profitability and organizational development. The role combined general management responsibility with a strong transformation mandate. A central focus was the strategic repositioning of the engagement, evolving the operating model from a traditional customer service setup toward a more sales-oriented, performance-driven structure. This required aligning commercial objectives, operational execution and leadership capability across geographically distributed teams. I led senior operational leaders and support functions, ensuring consistent governance, performance management and decision-making across the program. Rather than managing through isolated KPIs, the emphasis was on building scalable structures, strengthening leadership accountability and enabling sustainable results in a complex, multinational environment. Close collaboration with clients, internal stakeholders and site leadership was a core element of the role, particularly in navigating changing requirements, risk scenarios and growth opportunities. The position demanded a balance of strategic perspective and operational depth, as well as the ability to lead transformation while maintaining stability and service continuity. Overall, the role further strengthened my experience in international operations leadership, client-facing general management and transformation of large-scale service engagements, forming a key building block toward later multi-site and COO-near responsibilities.
In my early career, I built a strong foundation in operations, project coordination and people leadership within service-driven and BPO environments. I progressed through roles with increasing responsibility, focusing on operational execution, team leadership and performance management in customer-critical contexts. During this phase, I gained hands-on exposure to large-scale service operations, client delivery models and the realities of managing performance, quality and cost under commercial pressure. Working closely with senior leaders, I developed a pragmatic understanding of how operational decisions translate into business outcomes. These roles laid the groundwork for my later international and general management responsibilities by establishing core capabilities in leadership, operational discipline and result orientation. They also shaped my ability to translate strategic intent into practical execution while maintaining focus on service quality and organizational stability.