Executive Role

As Head of the Optronics Division, CEO of HENSOLDT Optronics GmbH, Chairwoman of HENSOLDT Optronics (Pty) Ltd. in South Africa and Supervisory Board Member of HENSOLDT Sensors, I was responsible for an international technology business serving defence, security and civilian markets, spanning land, air, naval, space and soldier systems, as well as industrial applications, including the semiconductor industry with ASML. The role combined strategic leadership with operational execution across multiple technology domains and international organisations.

Executive Focus

The focus was on translating strategy into execution while strengthening operational performance, organisational effectiveness and long-term business resilience. This included driving transformation, improving governance, accelerating decision-making and building leadership capabilities across international teams. Working across land, air, naval, space and soldier systems provided a broad understanding of the defence ecosystem, its technologies, customers and operational requirements.

Selected Achievements

Led organisational transformation across an international technology business serving defence, security and civilian markets, strengthened operational performance and increased revenue by more than 20%, EBITDA by more than 200% and order backlog by over 75%, while establishing a stronger performance culture and leadership organisation across a multi-site business with 1,800 employees.

Executive Role

As President at group level, CEO of Škoda Transportation Germany and Board Member at TEMSA, I worked across international mobility markets with responsibility for growth, business development and strategic cooperation between industrial partners.

Executive Focus

The focus was on developing solution-oriented business models beyond new vehicle sales. This included defining go-to-market strategies, driving international business development and expanding strategic partnerships to strengthen market presence. A key priority was the modernisation and upgrade of existing diesel fleets through electric and hydrogen technologies, the redevelopment of legacy fleets for third markets, the expansion of lifecycle services and predictive maintenance, and creating commercial and operational synergies with TEMSA to unlock new growth opportunities across international mobility markets.

Selected Achievements

Strengthened international business development, customer orientation and partner-based solution models across the mobility sector. Developed go-to-market strategies for public transport markets and drove commercial and operational synergies between Škoda Group and TEMSA. Advanced new service concepts, clean mobility opportunities and commercial initiatives to support sustainable growth, lifecycle value and international market expansion

Executive Role

As CEO Germany and General Manager CEER at GE Power Conversion, I was responsible for leading a complex industrial business with full operational and strategic accountability across engineering, manufacturing, project execution, services, sales and all supporting business functions.

Executive Focus

The focus was on restoring business performance through operational excellence, organisational transformation and disciplined execution. This included restructuring operations across multiple sites, simplifying organisational structures, strengthening governance and implementing lean management principles. A key priority was the strategic transfer of manufacturing and engineering activities between international sites to optimise the operational footprint, improve efficiency and strengthen long-term competitiveness. The role also included the delivery of complex greenfield and brownfield projects, the expansion of service and lifecycle business, while driving digital transformation initiatives and leadership development to build a high-performing organisation capable of delivering sustainable results.

Selected Achievements

Successfully delivered a business turnaround within approximately 2.5 years. Led organisational restructuring across Germany, Austria and Russia, transferred manufacturing and engineering activities between multiple and international sites, improved operational performance across approximately 250 complex projects and programmes, and established a culture of continuous improvement through KPI governance, Hoshin Kanri, Kaizen and Shop Floor Management.

Executive Role

As Senior Project Manager within the Rolling Stock Division, I was responsible for leading complex international railway programmes from bid management through execution, delivery and warranty. The role combined commercial accountability with cross-functional leadership across engineering, procurement, manufacturing, commissioning and customer management.

Executive Focus

The focus was on delivering large-scale transportation programmes within demanding customer environments while balancing cost, quality and schedule. This included leading multidisciplinary and cross-functional teams, managing technical and commercial risks, coordinating international supply chains and integrating engineering, manufacturing, commissioning and customer requirements to ensure successful programme execution from contract award through final customer acceptance. The role also included bid leadership for major international tenders, warranty management and long-term customer support.

Selected Achievements

Led the successful bid for the Middle Saxony electric multiple unit programme with a contract value of approximately €275 million and assumed full execution responsibility for a programme budget of approximately €150 million. Successfully managed the development, manufacturing and delivery of trainsets within an ambitious schedule of approximately 15 months from contract signing, while ensuring contractual performance, customer satisfaction and programme profitability. In addition, led several warranty programmes for Deutsche Bahn and private railway operators.

My leadership approach evolved from being a “doer” to becoming an “enabler”, empowering team members to take ownership, embrace greater responsibilities and grow professionally through complex challenges.

Executive Role

As Project Manager, Finance Controller and Weight Manager for the A400M Wing Covers within the Airbus A400M programme, I was responsible for managing and supporting international suppliers and subcontractors executing multi-million-euro work packages for Airbus. My responsibilities combined project management, financial controlling, weight management and supplier coordination within a complex multinational aerospace development programme.

Executive Focus

The focus was on managing supplier performance, coordinating engineering and commercial interfaces, and ensuring alignment between technical requirements, contractual obligations, programme milestones, cost and weight targets. This included guiding suppliers and subcontractors through complex development and manufacturing activities, monitoring financial and technical performance, and supporting the resolution of operational and programme-related challenges.

Selected Achievements

Managed and coordinated international suppliers and subcontractors responsible for multi-million-euro work packages within the A400M Wing Covers programme across the end-to-end project lifecycle. Combined project management, financial controlling and weight management responsibilities to strengthen supplier coordination, support programme execution and align technical, financial and operational requirements across multiple organisations.

Executive Role

As a Non-Executive Board Director, I advised the Founder and CEO on strategic business development, go-to-market strategies and organisational growth. The role combined independent board responsibilities with executive advisory, supporting strategic decision-making and business execution throughout the company's growth journey.

Executive Focus

The focus was on translating strategic ambitions into practical business initiatives. This included refining go-to-market strategies, strengthening market positioning, expanding strategic partnerships and networks, supporting organisational development and providing executive guidance on business growth and leadership decisions.

Selected Achievements

Supported the Founder and CEO in defining strategic priorities, commercial initiatives and growth opportunities. Leveraged executive experience, industry expertise and an international network to strengthen business development, organisational capabilities and long-term value creation.