Founder, Senior Partner, Advisor, Consultant

The IMCRC is an organisation supported by the Australian Government to promote innovation among SMEs in
the manufacturing sector (Industry 4.0). My task was the creation of marketing material on various Industry 4.0
topics.

The XU Group in Berlin consists of the XU Exponential University in Potsdam and the XU Exponential
Gamechangers, an organisation that supports large enterprises such as VW, Otto Group, Die Bahn and many
more during the Digital Transformation. This is done by developing and implementing empowerment concepts
for management and employees with special attention to both digital and agile topics.

Initially I came on board as a freelancer to support the various projects and sales activities. At the beginning of
2019 I was asked to join the group level as a Senior Partner on a full-time basis. The relatively early decision to
leave was mainly due to strategic differences.

My main tasks during the 15 months included:

* various top management and board workshops on topics such as "Digital Roadmap", "Digital Literacy",
"Digital Maturity", "Digital Competence Profiles" and others with companies like VW, Vorwerk,
Bonprix, DCS, Klett Group and more
* Keynote presentations on similar topics
* Project management of a Cultural Change Program in a large medium-sized company (3 billion EUR),
focusing on the empowerment of managers and employees in new forms of collaboration (digital, agile
and design thinking)
* Development of an innovative approach including the technical implementation for scalable, flexible
and demand-oriented up- and reskilling of executives and employees in large companies. This is
achieved by the creation of individual or target group-specific "Learning Journeys". In addition, the
acquisition and implementation of first pilot customers.

After successfully completing my work as "Country Manager" I was asked to join the Australian Boards
(comparable to the German Supervisory Board) until the next strategic phase was closed. My responsibility was
the preparation and implementation the regular board meetings.

My task at KPMG was to create an Industry 4.0 "point of views" and assessments for small and medium-sized
enterprises (SMEs), which allow them to understand where on the development path they are on. This was
then the basis for consulting mandates.

Matrix42, a German software company and leader in Digital Workplace Management had acquired a company
in Australia. After initial challenges in terms of the integration I was appointed Country Manager and shortly
afterwards Managing Director. My tasks included the complete restructuring and rebuilding of the local team (7
- 9 employees), the support of the Australian Development Team (10 - 12 employees), the integration into the
German society, the development of Australian partnerships, the support of - partly very large - local customers
and the development and implementation of a Go-To-Market Plans for Australia.

Asicano was - the organisation no longer exists in this form - the largest operator of Freight transport and ports
in Australia. I was brought on board by the CIO to develop the recently launched IT PMO. Initially, I had around
20 employees, mainly working on a large outsourcing project.

The project demand in the organisation required an increase to more than 40 employees in a very short time.
The portfolio then comprised about 50 diverse projects with a total volume of about $100m. PMO's own
budget was about $2m.

My focus was the maturity of the PMO to increase from about 0.5 to almost 2.0 within 15 months, almost
doubling the team with strong members and at the same time creating a positive environment for cooperation
and performance. Furthermore, I have developed comprehensive and integrative Change Management
Frameworks, which formed the foundation for the great transformation processes.
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The time at Capgemini Australia was characterized by different roles and responsibilities due to the changing
business needs. The most important roles and results:

* Head of the Sector ("Products"), which included consumer goods, retail, logistics, telco and others (all
except banking & insurance and the public sector). This sector was responsible for approximately 50%
of sales in Australia.
* Head of the Melbourne Branch and development of the initially about 80 employees without strong
leadership to a flourishing site with about 200 employees at the end of 2011
* Key Account Manager for Foster's (beer and wine). Closing of the biggest deal in the local
history at the end of 2009 with an initial $35m, which is about one third of the total
of local sales in that year.




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* Head of Sales Asia Pacific, which was set as a 50% role. My responsibility was the
Coordination of the sales activities in the countries in Asia and the Middle East, the creation of a
Go-To-Market plan and the integration of the Group's global capabilities to support local business
deals.

After starting as a consultant in the SAP eCommerce environment, I moved to the logistics sector, where I
became Vice President with global responsibility for one of the largest accounts at the time, "Deutsche Post
DHL".
* Management and development of the global account with a size of about EUR 30m to
EUR 35m per year. Operating in about 6 to 8 countries with the support of up to 12 independent P&L
Units of the Group, which entailed a high degree of complexity.
* Participation in the preparation of a leading 3PL research study as a member of the global 3PL Group
* Conceptional contribution to Key Account Management development within the Capgemini Group
responsible for a very large and one of the most complex accounts within the Group

After graduating from high school, I decided to pursue an officer's career:
* An officer in the Air Force in the Command Service
* Multiple formal awards
* Train driver with personnel responsibility for about 50 employees
* IT officer in a staff assignment (CIO) of a group with 2000 employees
* Studied Economics and Organisation Sciences as best in class in Munich