As a long-time managing director of a GmbH with up to 17 employees, I know how important and simultaneously difficult it is to maintain the balance between strategic tasks and operational pressure.
What have I learned during this time? As a business leader, to be honest with yourself — to recognize what is truly important for the organization and to act accordingly with discipline. It all begins with us as managing directors regularly asking ourselves challenging but critical questionsabout our business model.
But it cannot remain at the level of ideas and theory. In the end, it is exclusively about implementing the measures that can be derived from the answers. This requires courage, perseverance, and resilience.
Implementing plans and making results visible, both positive and negative, creates clarity and gives the company the ability to act.
The ability to act gives control. And control leads to well-considered decisions.
Well-considered decisions can not only relate to successfully restructuring companies and leading them to growth, but also to closing departments, business units, or entire companies in a socially responsible manner, in order to give all parties involved a chance at an unburdened and all the more successful new beginning.
Since my youth, I have been fascinated by how businesses work. How a group of people comes together and pursues a common goal, is useful to their fellow human beings, and thereby creates security, prosperity, and continuity for society.
Free enterprises are the backbone of our system. Without them, there would not be the freedoms, cultural exchange, and community that most people on this planet experience today.
That is why I studied entrepreneurship, wrote my master's thesis on the integration of business model innovation processes in companies, and gained experience myself as a managing director and founder. I dedicate myself wholeheartedly to ensuring that companies fully realize their potential for the benefit of society.
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