If your business didn’t exist yet, what would you build today? I asked myself the same question. Serotonin is what happened.
About
The best strategies do something strange: they make a more courageous version of the business feel like the obvious one. That’s the kind of strategy I’ve spent almost twenty years fighting for.
I started as a strategist. Then I ran strategy businesses myself: as Managing Director at SinnerSchrader/Accenture Song and CEO of diffferent. Along the way, I’ve advised companies of almost every shape and size, from startups and Mittelstand to some of the world’s biggest corporations. Twenty years have made me less impressed by complexity, certainty and very long presentations. And much more interested in the quality of a thought, the courage of a choice and whether either survives Monday morning.
I’ve been a strategist, advisor, operator and CEO. I know what a good idea looks like on a slide. More importantly, I know what it asks of you when you decide to actually do it. So I hold the people in the room responsible for what they see. For the choices, sacrifices and consequences that come with the direction they chose. Because the point isn’t to make a courageous strategy. It’s to become the company that would actually do it.
Clients who trust me →
Leaders trust me with the decisions that decide their future — across corporates, Mittelstand, and startups:
Volkswagen, Audi, Airbus, Beiersdorf, Dräger, FC St. Pauli, theblood.
