Strategy Director, Brand Consultant

• Creative strategy work for creative companies (e.g. Scholz & Friends, häppy, VASATASCHRÖDER, Odaline, Llama League, Simon & Paul, Tumult, Higgins Design).
• Optimization of brand management & marketing strategies (e.g. BMW, RotkäppchenMumm, McDonald's Deutschland, Brooklyn Soap, gmk Markenberatung, ZEAL, Bisschop, ).
• Agency development work such as team management, development of leadership principles and blueprints (e.g. Scholz & Friends, VASATASCHRÖDER).

• Holistic brand strategy as de facto CEO (15 direct reports).
• Management, financial and personnel responsibility.
• C-level consulting on brand development and strategy.
• Responsible for important new business activities.
• Clients (among others): Evonik, Signal Iduna, Brooklyn Soap, AOK Baden-Württemberg, Wempe.
• WEMPE - Diagnosing The Right Challenges in Today's Luxury Retail: Our collaboration with Wempe, a luxury retailer from Germany, consists of providing clarity to the 36 branch managers, the corporate headquarters and the marketing departments as to what the growth paths of the family business could (and should) be. Intensive brand diagnosis and support in strategic decision-making on physical availability, brand architecture, positioning and international expansion characterise our long-term cooperation.
• CONVISTA - Mastering Investor-Driven M&A from a Brand Perspective: Convista, a German SAP consultancy with 1,000 employees, had a problem in 2022: new brands were coming into the company through acquisitions and no one had thought about what to do with them. Within 12 intense months, we convinced the board of a simpler brand architecture, developed the brand and implemented dedicated change management processes. A redesign based on changed market situations followed a new Brand DNA to round off the project.
• EVONIK - Making Brand Management a Little Bit Better Every Day: I led the extended arm of Evonik's Strategic Communications and Corporate Identity teams. We improved the market orientation of the three business units, tried to understand the complex global market for specialty chemicals, conducted all kinds of research, consulted on the annual target priorities for middle management, developed the business strategy up to 2030, developed the brand identity and the brand portal, built a new system for a global brand architecture, made sure that all communication activities were integrated, streamlined and measurable, developed a new brand tracking, created a GTM framework for R&D and even consulted on organisational changes at the headquarters in Essen. We did it all. And it was a blast. The main strategic thought today ("We Go Beyond") is a nice reminder of my work.
• DIE NEUE VERNUNFT - Scaling the Own Business: I joined DNV because I saw a unique challenge in taking responsibility for a small brand consultancy that had just lost its leadership and headquarters in a major restructuring. I met three consultants working remotely and had to not only gain their trust, but also completely rethink the organisation. By December 2022, we had a completely new concept for our own business approach, a very satisfying flow of new clients coming in and 12 people on the payroll, ending the year with a 32% gross margin and an increase in sales volume of almost 200%.

Helping to build a very special and thoughtful food delivery business

• Responsible for agency-wide strategic planning, influencer marketing and media planning in a director role (8 direct reports).
• Focus on comms planning, digital channel planning and brand strategy.
• Lead responsibility for all new business development activities.
• Strategic development of integrated marketing communications.
• Clients (amongst others): Campari, Bahlsen, Edeka, PepsiCo, Johnson&Johnson and Hochland.
• HOCHLAND - Developing a Digital Media Strategy Based on Business KPIs: Our task in 2018 was to help Hochland, a lost but highly motivated client answer the question of what digital channels, particularly social media platforms, could do for them. Setting and deriving goals from a business perspective and creating a clear plan with measurable results led to a better understanding of digital media, attribution and marketing mix modelling, culminating in an increase in media spend of 900% yoy. All (very different) targets for 5 brands (Patros, Almette, Grünländer, Hochland and Gervais) were met by the end of the year.
• CAMPARI - Revitalizing the German digital media channels: The digital media activities and social media content for Campari's Molinari, Frangelico, Cinzano, Ouzo 12 and Campari itself were lacking one thing: impact. We were working on a tight budget and my team was responsible for the advertising strategy for these brands. An integrated approach led to successful activations and a new level of online communication for the client.

Making some enemies in explaining what insights actually are.

• Lead responsibility for developing a new social media department in a team leader role (2 subordinates).
• Highly involved in new business activities.
• Focus on integrated social media activities and management
• Clients (amongst others): Kühne, Carlsberg, Sennheiser, Deutsche Bank and Audi

• Participation in developing a new social media team within the agency in an active and client-oriented junior role.
• Digitization of marketing activities and social media 101
• Being the one-stop-shop for social media and digital consulting
• Clients (among others): P&G, ProSiebenSat.1 and Bacardi.