Co-Founder CEO

Founded by Asklepios to in-service patients leaving hospitals with home care and durable medical equipment.

Care-Bridge GmbH (March 2019): founded as a software house and provider of patient discharge management care software; later sold to Dedalus HealthCare.

Q-Task (February 2018): managed processes including team member qualifications, working hours, holidays and sick leave; optimized daily tour with to-do-list and travel routes; included documentation for patient care with medical guidelines and an up-selling function tied to the online shop.

The Smart-Box (August 2017): one-button device converting paper-intensive processes into digital without adding to staff workload; required convincing staff, union, management and legislation.

Instrumental in creating Asklepios Service Entlassmanagement GmbH (June 2017): focused on patient discharge management with unique software that became the Asklepios standard.

Analyzed, understood and implemented compliance associated with home care and DME in preparation for discharge management requirements.

Operated 60 locations including eight full-fledged workshops; transformed the business into the first paperless provider in the industry.

Provided services to other DME dealers including prostheses production, billing to insurance companies and HR management.

Built a third business unit: certified living environment advice (ISO 9001).

Launched the “Ermündigung” segment in April 2014: self-decisive holistic approach and empowerment to sustainable healthcare at home.

Amalgamated three competing sales forces into one effective unit of 100 FTE with joint goals and reduced sales costs.

Drove transparency and accountability in sales reporting to identify opportunities and weaknesses.

Created a multi-functional “Pit Stop” team with marketing, sales support, operations and finance.

Implemented a new budgeting and forecasting system for better operational performance and company-wide strategic direction.

Implemented a CRM program coordinating IT, customer service, product management, marketing and operations.

Restructured the sales force, sales areas and operational methodologies to achieve a top-three rating globally.

Expanded the product range by 29% through cross-training the sales force.

Improved customer service performance by 30% while cutting costs by 4%.

Achieved growth for the first time in five years in a declining market.

Defined strategic direction country by country and customer by customer, considering specific conditions.

Introduced cost-efficient service and maintenance processes accepted by cross-functional departments and customers.

Rationalized contractual arrangements to ensure consistency across the division.

Created a new market approach including new distribution channels.

Identified market trends for children’s goods in DIY stores including OBI and Bauhaus.

Rationalized customer portfolio and product range, eliminated unprofitable lines and introduced price increases of 32%.

Extended product range at GRACO and Little Tikes, increasing turnover.

Exceeded sales budgets for twelve consecutive months.

Returned Little Tikes to profitability after years of losses.