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 Years at Vodafone / Arcor
4 Years in Agency & Consultancy
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.
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
02
Reorganizing Marketing & Revenue Divisions
Focus: Marketing, sales, and customer-facing functions
Context: Deutsche Bank, maxblue, LIQID, Ginmon
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- Outdated roles, responsibilities, and operational processes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
03
Translating Strategy into Market Impact
Focus: Digital sales logic & new business areas
Context: Deutsche Bank, maxblue, Ginmon
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
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
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.