I work where transformation has to survive contact with reality: aligning leadership, keeping people and customers with you, and turning uncertainty into momentum while the business still has to perform.
We split a Bosch division in two, carved out three business units, established them as independent businesses and added a fourth along the way. All while sales, delivery and customer relationships had to keep running.
I was part of the Extended Management Team (EMT), responsible for keeping the business moving while we separated, established and brought together four businesses under a new group.
See how the transformation moved →What it looks like when strategy has to become operating reality: separating and establishing businesses, building a new group, aligning leadership, protecting commercial continuity and bringing people with you.
Twenty years of increasingly complex assignments across commercial leadership, communications and enterprise transformation.
The same instinct in public: creating clarity, reading the room and moving a conversation forward when there is no script.
Strategy is easy to write down. Leading people through it when nobody has the full picture yet is not. That's the part most playbooks skip.