Inspired by Possibility.
Grounded in Experience.
Welcome and thank you for being here.
I am a seasoned global leader with more than three decades of experience across various functions in the pharmaceutical industry. Throughout my career, I have led countries, regions, and global functions—taking on responsibilities in commercial, finance, strategy, market access, and large-scale transformation.
My journey—from hands-on operational leadership to guiding complex international organisations, and finally to enabling transformation—has reinforced one conviction above all: business success and sustainable change come from people.
I believe people are capable.
I believe most people come to work with good intentions and a genuine desire to contribute.
When leaders trust this — and create the right conditions — teams take ownership, think more clearly, and deliver better outcomes.
Leadership, in my experience, is less about control and answers and more about clarity, trust, and responsibility.
My Philosophy
My work is grounded, attentive, and practical.
I combine deep corporate experience with a coaching approach that is warm and empathetic, yet clear and purposeful. I don’t offer off-the-shelf solutions or prescribe how organisations should work.
Instead, I help leaders and teams slow down enough to see what really matters, rethink their options and create ways of working that fit their context – and that they can genuinely own. Change, when done in this way, becomes lighter, more authentic and sustainable,
Agile thinking, systems awareness, and coaching all inform my work, but they are only lenses. The focus is always on enabling better decisions, stronger ownership, and sustainable progress.
My Approach
My Story
Before founding my coaching and advisory practice, I led major business organizations and transformation initiatives at the life sciences multinational Bayer AG, including the global introduction of Dynamic Shared Ownership (DSO)—an operating model in which teams make decisions themselves without review or override by hierarchy.
This experience has shaped my understanding of what real empowerment looks like: trust paired with accountability, structure balanced with freedom, and leadership grounded in creating space rather than control.
THE LEADER I used to BEEarly in my career, I was given the trust to lead a country organisation of what was then the pharmaceutical multinational Schering AG. While I didn’t have all the functional knowledge that a country organisation relies upon, I tried to balance an open, inclusive leadership style—listening to my team’s input—with my belief that I had to make the final decisions myself. When I moved on to leading other countries and regions, I felt ever more that the experience should enable me to lead from the top, and to own all decisions. Much of the weight often rested on my shoulders, and at times, my openness would give way to the urge to safeguard outcomes myself.
The Turning PointDuring Covid19, we were at the brink of being overwhelmed. We sought support to strengthen our ways of collaborating as the pharma leadership team of Bayer in a country. We learned that the colleagues who were responsible for a product or a function could own the respective decisions.
Not me (the leader) having to own the decisions.
Not the whole leadership team owning them by consensus.
But the respective individual truly making the decision.
The only precondition: first, they needed to explore questions and views from everybody else in the team. This way, the collective intelligence of the whole team informed their decision.
My role moved from control to enabling the process, contributing my views (like everybody else), and to supporting the decision maker in owning and implementing the decision.
For me, honestly, it was a big relief not having to make all the decisions, something I had believed for two decades was my task. Did our decisions get better or worse? Clearly better, faster, and amazingly, consistently carried by the whole team. Because everybody had had the opportunity to contribute the team accepted the final decision and supported it.
This is why I am so passionate about this work - leadership with space not strain allows the team to really coalesce around the purpose, to work better, more effectively and creatively, and create better outcomes for the customer. At the same time, it invariably creates an environment at work where people feel encouraged, trusted and fulfilled.
Who I am now & my PurposeToday, I see leadership as the art of making others strong. I am energised by witnessing people and teams grow into responsibility—sometimes cautiously, often boldly, always in their own way. My purpose is to enable spaces where organisations build cultures in which trust, shared responsibility, and genuine joy in contribution become daily experience – to the benefit of all stakeholders. I bring this work to the world because I know both the limits of control and the power of letting go.
My Experience
30 years of leadership experience in the pharmaceutical business of Bayer across countries, regions, and global roles (1991 to 2021). In two roles as a member of the Executive Team.
Leading Transformation at Bayer Pharma and being a “Catalyst” for the introduction of the new operating model Dynamic Shared Ownerhip (DSO) at Bayer (2021 to 2024)
Independent Coach, Team facilitor and Advisor on Organizational Development (since 2025)
My Qualifications
Certified Integral Business Coach (Coaching-Center Berlin, Germany, Sept. 2025)
ACC (ICF, Nov 2025)
International Executive Program (INSEAD, France and Singapore, 2000)
Diplom-Kaufmann (University of Passau, Germany, 1991)
Bank Apprenticeship (Deutsche Bank, Düsseldorf, Germany, 1985)
Voices from Clients
“Going deep, emotional, and always reaching clarity – great at bringing structure while never losing sight of the goal”
— Former Customer“I feel very enabled. It all sits with me. I am empowered. I completely own the path forward.”
— Former Customer“For the first time in years, I find good time for strategic thinking.”
— Former Customer