Performance Benchmarks and Experience

 

Results by which I am judged.

I am not hired to perform tasks, but to deliver results. The following dimensions describe what guides my work—and my track record shows where I have already proven this.

Result Dimensions

  • Clarity—Transparency regarding results, cash, and value drivers.
  • Execution – Progress, measurable in numbers—not in statements of intent.
  • Controllability – Effective governance and KPI systems.
  • Scalability – Organizations that can grow without losing simplicity.
  • Quality of Results – Sustainable profitability rather than short-term relief.
  • Value Creation – Exit readiness or refinancing capability.
  • M&A Value Creation – Growth that is not just acquired, but integrated and realized.

In 2023, the group consisted of eleven owner-managed individual companies in five countries—with no common strategy, no uniform operating model, and no management structure. The holding company served a purely reporting function. There was no alignment and no shared goals.

My responsibilities:

  • Building an end-to-end international platform
  • M&A execution, post-merger integration, and rebranding
  • Governance, operating model, and group-wide shared services
  • Strategy development, IT standardization, and operational management

Results:
Revenue +50%, EBITDA +60%, cost savings in the single-digit millions.
Today, Life Couriers is the global leader in time-critical healthcare logistics.

In 2020, ShareNow was on the verge of closure: a loss in the hundreds of millions, two competing corporate groups as shareholders, and no agreement on the company’s strategic direction. As CFO and CRO, I was responsible for the turnaround—while simultaneously preparing a sale process that had to remain hidden from the shareholders.

My responsibilities included:

  • Restructuring program with over 300 measures, financial impact of 100–125 million euros
  • Realignment of the business model
  • Closure of U.S. operations
  • Simultaneous preparation and execution of the sale process

Result:
EBITDA improved from a loss in the hundreds of millions to a loss in the low single-digit millions. ShareNow was successfully sold to Stellantis.

Before becoming CEO and CFO, I held various international leadership positions at BMW: as President & CEO of BMW US Capital, as Global Head of Liquidity Management, and as Global Head of In-house Consulting for Production & Logistics.

My responsibilities included:

  • Capital market transactions
  • Large-scale profitability and efficiency programs
  • Management of global organizations and international lean initiatives

I founded Preis24.com, raised seed funding, and successfully sold the company.

My responsibilities included:

  • Building and developing a company from the ground up
  • Funding and exit

Launching and setting up a private equity fund with a volume of 20 million euros and building a network to generate deals.

My responsibilities:

  • Analysis and development of restructuring strategies
  • Operational implementation and business performance improvement
  • Securing approximately 200 jobs at Zenker through the sale of a business unit and optimization of the cost structure

Way of Working

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