Berlin, Berlin, Germany
For existing companies the benchmark is greenfield performance. Today greenfield is AI-native. That's why I'm exploring what a future company looks like. The paths diverge sharply: new companies hire AI-native and have to earn trust; scaled-out companies have the trust and must transform people who weren't hired for it. Demand-driven service process — the ground-truth layer. Applies whether you're in manufacturing or service. In service the transformation pressure is direct. In manufacturing the service-orchestration layer is the transformative element — and the only USP beyond location-driven advantages. The ideal is real-time: demand and answer delivered by process. The velocity to get there is what needs to be optimized. Where everyone can offer and everyone is AI-enabled, running this loop fastest sets the price; the rest compete on price by default. Marketing leads business model development — not a campaign brief. Friction management. Friction is under-priced. Systems either compound or create friction — there is no neutral. AI on top of broken process is a Pyrrhic victory; the math compounds against you. Doing more risks more friction; consolidation is the answer — fewer, sharper systems beat more, fragmented. Good people plus systems that match them. Good people are a decent investment against ever-demanding change and uncontrollable cost of change due to legacy. Team is multiplier or divisor; no neutral. They only stay if the system is built to match. — Two seats. Day job: head of digitalization in automotive. Side track: acquiring and automating service businesses, consolidating them into small efficient units — and a sandbox for the technology layer. — On outreach: typically only on the search for solutions, not on new problems to solve. Most outreach doesn't make sense at all. If you're convinced you have something to prove, it's one pitch. Otherwise: friction. Not personal. — Berlin-based; the work isn't.
Figuring the AI Native thing out.
As part of the reorganization, I took over the role of Head of Operation Digitalization within the business area OESL, within Operations / Manufacturing Process & Equipment Engineering.
My team identifies digitalization use cases, their barriers, costs and potentials. We collaborate on demand driven system roadmaps for our production sites, create migration strategies for existing systems, implement the use cases in an agile manner. We operate first-level process analytics and help to develop our USPs in manufacturing.
Embracing the digital age both personally and professionally, I was fortunate to help shape and co-create our Smart Data and Factory Strategy, supported by a leadership team deeply committed to transformation. This journey immersed me in Industry 4.0 ecosystems—integrating data-driven decision making, developing proof-of-concepts, and driving the adoption of Smart Factory tools. I worked across emerging technologies such as additive manufacturing, AI-based analytics, and immersive applications like Virtual Reality. The experience became a continuous cycle of innovation, collaboration, and tangible progress toward a more intelligent and connected production environment.
Check24 for ECOM Brands looking for high quality suppliers while we delivere the process & integration.
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