I know the financial services industry at a national and a global level for many years – from inside and outside, from management positions and from consulting projects. This practical experience from different viewpoints makes me a strong partner for you. One who not only works with you to choose the way to go, but who also guides the implementation until the objective has been met.
I combine know-how from the financial services and technology sectors, as well as expertise in strategy, organisation, business processes, IT and sourcing. Management competence meets detailed industry know-how, guaranteeing you customized solutions and sustainable success.    
New technologies and new software solutions offer the opportunity for tapping full productivity by optimising processes using improved “straight-through processing” or the standardisation of similar processes in different business fields. It is crucial to identify and exploit this potential.

VISION

The heart of a successful business model is strategy. It defines the business objective and the steps to take to achieve it. The development of a sustainable strategy demands not only corporate vision, but also methodological competence. This target represents the guideline for all decisions and corporate actions, from top management to staff employees. It is the driving force for growth and added value, and also the master plan for guiding the company.

I support the management in solving elementary tasks. Ultimate goal: To obtain sustainable growth in your shareholder value. This can involve the positioning and determination of the market potential of separate divisions. I analyse your competitors, develop concepts for more growth and earnings, work with you to define your business model and use it to derive the right strategy.
But even the selection of a core banking application is a fundamental strategic decision, because it defines the productivity and flexibility of your company for the next one or two decades.

EFFICIENCY

Structure follows strategy: the choice of an organisational structure emerges from the demands of the business model and the strategy.

Demands on the level of service and your response times in the face of changing market conditions are just two factors that must be considered when choosing the “optimal organisational structure” for your company. The necessity of changing the organisational structure must be the result of modifications in the general conditions in your company – and not the result of changing management theories.

I support management in the analysis of organisational structures and the coordination of change processes until an effective target organisation has been achieved. The organisational structure must enable the company to increase process efficiency, to make quick and consistent decisions and to manage the company transparently. The target here is to reach congruency of task, competence and responsibility at all management levels.

"THINK FASTER"
"the idea you have today, is out in a year.
you have the whole world as a competitor.
what you can buy, you don't have to invent.
find out, what the problem is.
don't search for perfect things.
just start now.
rather only 95% than a year to late.
Perfection is slow motion, Fantasie is speed of light.
how quickly were you today?"
(from an announcement of ABB)