Post-merger integration
Cross-site support after an acquisition: leadership structures, process responsibility, culture work, and capability development over several years.
I know these situations not from workshops, but from responsibility. From production and leadership. From phases in which decisions had to be made under pressure.
Today I work with leaders and organizations in industrial SMEs on exactly these points. Where change has been decided, but is not taking hold. Where efficiency, leadership, and corporate culture need to be brought together.
Acceptance emerges where language, reality, and responsibility fit together.
In M&A, integration, and transformation situations, execution rarely fails because of formal targets, but because of hidden cultural and identity-related tensions. My multilingual access to organizations and my academic work on these dynamics make it possible to surface such tensions early, before they unfold operationally or politically.
My work is grounded in firsthand experience in plant, leadership, and management roles within industrial environments. This leads to a clear approach: change must fit operational reality, be owned by leadership, and be embedded in everyday work.
This is how execution emerges, not as something that needs to be explained, but as something that is carried and lived.
I do not take on operational execution, project responsibility, or line management roles. I support leadership in enabling, steering, and making implementation effective.
When functions do not work together. When measures are decided, but not implemented. When leadership stands between pressure, expectations, and reality. That is where my experience comes from, not from case studies.
Cross-site support after an acquisition: leadership structures, process responsibility, culture work, and capability development over several years.
Introduction and stabilization of continuous improvement, SMED, 5S, and value stream optimization, not as a method rollout, but as leadership work in day-to-day operations.
Building cross-site leadership structures and developing leaders in matrix organizations during ongoing operations.
Support through restructuring phases with a focus on leadership clarity, communication, and the sustainable embedding of change in everyday work.
Successful support of recertification processes under DIN ISO 9001, including reorganization in the production environment as a basis for sustainable quality assurance.
Optimization of value streams in matrix organizations: budget responsibility, cost center steering, and multi-project management in production and logistics.
The following assessments come from real leadership and execution situations in industrial environments, from the time before the founding of Change-Werkstatt.
"High professional clarity, strong analytical judgment, and a valuable sparring partner for executive management."
Executive management
Medium-sized industrial company · Transformation and integration process
"Strong focus on teamwork and the ability to sustainably increase organizational effectiveness through continuous improvement."
HR leadership
Manufacturing company · Lean & organizational development
"Clear and consistent in difficult decision situations and trusted unreservedly by senior management."
Division leadership & management
Industrial company · Restructuring & leadership development
Theory is good. Effective execution is better. If you have a situation in which exactly that becomes decisive, let us talk.