I have an entrepreneurial background: my father started his own business in 1980 with the vision of developing an electronic and “security-proof” alternative for the front door, which at that time was usually not very secure. With this idea, neither the products were ready for the market nor did he have immediate success. Rather, in the first years as a family, we had to keep the money together, endure uncertainty and trust my father’s vision, in which he believed so much. This has shaped me to this day: I can stand ambiguity well and have a strong belief that people can achieve everything they set out to do – if they are prepared to endure hard times and learn from their failures.

As a graduate psychologist with several years of experience as a management consultant, I joined my father’s – now second – company in 2000 to build up a sales team and establish the products on the German market. Until 2010, I learned in this role that every new customer needs his own time until he trusts us and our products; that two factors in particular are decisive for sales success and a good customer relationship: (1) I have to be able to keep the promises I make as a company (2) in the case of delivery bottleneck or product problems, my willingness as a company to assume responsibility for finding solutions together with my customers is crucial.

In 2010 our company became part of a well-known and successful German company group in the branch of house and object security. In the same year I was appointed managing director of this new subsidiary. In this role I learned a lot about organizational development and change. Above all I learned that a good leader needs completely different skills than a good manager. Although I am a psychologist by background, it was a process for me not only to know what makes a good leader, but also to act accordingly.

On my way to becoming a good leader, I had many eye openers. However, the most important insight that drives me to this day is the following: the more clarity and understanding I developed for my own emotional inner life, the better I was able to understand feedback about myself and relate it to my experience – and the better I was able to maintain trusting relationships . For me, the basis for successful leadership is successful self-management.

This insight has become my inner compass and essentially determines my work as a project leader, coach and trainer. 

There is a lot of literature about “what makes a good leader?” For the question “How to get there?”, I will be your companion.


Personal interests

In my spare time I spend a lot of time with my wife and our two-year-old Australian-Shepherd dog. Our two children are, as far as they are interested (since they are adolescents), part of it. Friendship are very important to me, I cultivate it. I am grateful to still have close friends from school and university. Last year I started again playing the flute in an amateur orchestra.