--- title: "Track Record EN" id: "4634" type: "page" slug: "track-record" published_at: "2026-05-06T12:34:06+00:00" modified_at: "2026-05-25T13:18:10+00:00" url: "https://mlbt-consulting.com/en/track-record/" markdown_url: "https://mlbt-consulting.com/en/track-record.md" excerpt: "Growth, Transformation & Restructuring Executive Leadership Selected cases in banking, wealth management, and FinTech — with executive accountability for growth, go-to-market strategy, operating models, and transformation. EXPERIENCE SUMMARY 5 Years in FinTech & Scale-ups 13 Years at Deutsche Bank 10..." --- # Growth, Transformation & Restructuring*Executive Leadership* Selected cases in banking, wealth management, and FinTech — with executive accountability for growth, go-to-market strategy, operating models, and transformation. [Book a 60-minute discovery call](#) EXPERIENCE SUMMARY 5 Years in FinTech & Scale-ups 13 Years at Deutsche Bank 10 Years at Vodafone / Arcor 4 Years in Agency & Consultancy Fields of Impact ## Core Cases for Growth, Organization, and *Transformation* My experience spans growth and Go-to-Market accountability, operating models, and revenue architectures, through to brand building, customer experience, and digital transformation. What matters most is not just the organizations I have been part of — but the critical situations I have operationally led and structurally advanced. --- ### 01 ### Growth & Performance ### 02 ### Restructuring & Operating Models ### 03 ### Digital Business & Go-to-Market ### 04 ### Brand, Client & Transformation --- ## 01 Growth & Performance ## Driving Efficiency Through Scalable *Acquisition Models* Focus: Digital acquisition, hyper-growth & funnel optimization Context: [Norisbank](http://www.norisbank.de), [maxblue](http://www.maxblue.de), [LIQID](http://www.liqid.de), [Ginmon](http://www.ginmon.de) Starting Point - Ambitious growth targets (+100%) - Lack of transparency in lead management - Friction between marketing, sales, and service - Limited data visibility and tracking across the acquisition and conversion funnel Execution - Rebuilt the growth engine from initial touchpoint through to closing - Established shared, cross-functional KPIs across marketing, sales, and service - Transitioned from intuition-based decision-making to data-driven steering - Aligned acquisition, conversion, and onboarding seamlessly along the customer journey IMPACT - Improved close rates and lead quality - Reduced onboarding drop-offs and churn - **Scaled** digital growth velocity - Drove end-to-end transparency across the funnel, handovers, and commercial steering ## 02 Restructuring & Operating Models ## Reorganizing Marketing & *Revenue Divisions* Focus: Marketing, sales, and customer-facing functions Context: [Deutsche Bank](http://www.deutsche-bank.de), [maxblue](http://www.maxblue.de), [LIQID](http://www.liqid.de), [Ginmon](http://www.ginmon.de) Starting Point - Legacy target systems and misaligned organizational incentives - Outdated roles, responsibilities, and operational processes - Functional silos severely limiting commercial impact - Lack of agility and velocity in customer- and revenue-facing areas Execution - Redefined roles and workflows along the end-to-end customer journey - Structured and optimized handovers between marketing, sales, and service - Established clear ownership and accountability across teams - Integrated customer- and revenue-facing functions to drive synergy IMPACT - Achieved clarity in team responsibilities and processes - Fostered structured, cross-functional collaboration along the customer journey - Optimized organizational design and commercial steering structuresn - Institution**alized** growth, making success process-driven rather than person-dependent ## 03 Digital Business & Go-to-Market ## Translating Strategy into *Market Impact* Focus: Digital sales logic & new business areas Context: [Deutsche Bank](http://www.deutsche-bank.de), [maxblue](http://www.maxblue.de), [Ginmon](http://www.ginmon.de) **Starting Point** - Strategic imperative to launch new products, business units, or digital sales initiatives - Missing or underdeveloped commercial and sales frameworks - Resource constraints and priority conflicts between core business and innovation - Internal resistance toward adopting new digital business models Execution - Redefined value propositions, target customer segments, and commercial models - Built dedicated digital business units and modern sales architectures - Reengineered funnel mechanics to optimize conversion - Overcame internal resistance and drove adoption through strategic communication, enablement, and training IMPACT - Established effective digital sales and closing logics - Successfully launched new products and business units into the market - Aligned Go-to-Market strategy closely with target customer needs - Bridged the gap between high-level strategy and operational sales execution ## 04 **Brand, Client & Transformation** ## Brand Leadership & Transformation *with Revenue Impact* Focus: Positioning, customer interface & transformation Context: [Norisbank](http://www.norisbank.de), [maxblue](http://www.maxblue.de), [LIQID](http://www.liqid.de), [Ginmon](http://www.ginmon.de) **Starting Point** - Brand positioning and customer experience required modernizing to match market shifts - Digital customer interfaces lacked optimization and needed further development - Organizational units required realignment to support new strategic goals - Disconnect between brand strategy, customer experience, and growth mechanics Execution - Aligned brand positioning, customer segmentation, and the user journey to maximize growth - Upgraded and optimized digital customer interfaces - Designed and led the transformation across teams, processes, and corporate culture - Embedded modern agile practices and ways of working into daily execution Impact - Sharpened brand positioning and customer value propositions with clear business relevance - Leveraged customer journeys as core metrics for steering and C-level decision-making - Successfully anchored the transformation within the organization’s DNA - Synthesized market presence, customer insights, and growth execution into a unified strategy THE NEXT STEP ## Which lever will make the biggest difference in *your current situation?* If growth, Go-to-Market strategies, or customer-facing functions require realignment, let’s use a structured initial consultation to determine which experience and engagement model best fit your specific requirements. [Book a 60-minute discovery call](#) [About ME](https://mlbt-consulting.com/en/about/)