My business journey began with a steep learning curve. In my early twenties, still at university, I co-founded a company, right in the middle of a major financial crisis. Leading a startup in such turbulent times forced me to develop resilience, make decisions without certainty, and drive change with confidence. I had to lead without a roadmap, adapt quickly, and build a team that could thrive in complexity.

As the company grew, so did my responsibilities. I led teams of people who were older and more experienced than I was. That’s when I realized: my education had prepared me for many things, but not for leading people in high-pressure environments.

That realization changed the course of my work. I began exploring leadership, not just as a skill set, but as a way to navigate rapid change, drive innovation, and build strong, adaptable teams. Along the way, I developed two key principles:

Leadership Literacy – Understanding the fundamentals of effective leadership in complex environments.

Leadership Futuring – Anticipating early signals, adapting, and preparing leaders for what’s next.

These ideas have guided my career, from leading digital innovation in tech, to coaching leaders on building resilient teams that can drive real change.

For me, resilience is not a concept but a lived experience. I began training for triathlons at the age of twelve. For a decade, competitive sports were my central focus. Early on, I learned what it means to fully commit, with everything that entails: discipline, setbacks, focus, and staying clear-headed when things get tight. And I learned that performance does not arise from pressure alone, but from trust, responsibility, and a team that can rely on each other, in disappointments as well as moments of euphoria. This stance also shapes my work with leadership teams. I believe in clarity rather than perfection, in genuine conversations, and in the power of moving things forward together. Today, I support leaders and organizations that work with uncertainty rather than against it. I design learning spaces where leadership can grow, grounded firmly in practice and informed by research.

As a professor at Munich University of Applied Sciences and the Munich Center for Digital Sciences and AI, I bring science to where it is needed, in companies and leadership practice. In my research on collaboration between humans and AI, I ask:

How does leadership remain capable of action when decisions are no longer made by humans alone? How does trust develop when systems participate in shaping outcomes? How can responsibility be carried when data plays a role in decision-making? And how does collaboration succeed when roles, logics, and expectations shift?

These questions flow directly into the formats I create. For this reason, I design spaces where such questions do not remain abstract but become negotiable in everyday practice.

I am convinced that leadership arises in acting and in questioning, in listening and in creating clarity. If you want to strengthen leadership, for yourself, your team, or your organization, I would be glad to support you.