I help organisations turn technology rollouts into real adoption — pairing structured change management with an agile, human-centred approach. Eight years across enterprise transformation.
It all started in Germany — with an internship at Porsche that led me into consulting at MHP, a Porsche-owned Management and IT Consulting company, where I spent over six years driving organisational transformation for some of Germany's biggest names: Volkswagen, Bosch, HUK-Coburg, TRUMPF, Paul Hartmann, LBBW and Porsche itself. Today I lead change at Majid Al Futtaim in Dubai.
My work sits where strategy meets people, with a clear specialism: change management for technology. I've led communication and adoption for transformations reaching tens of thousands of employees — from large-scale IT and HR system rollouts to enterprise-wide technology adoption today — partnered with leadership from team level to C-suite, and designed enablement that helps people move from resistance to genuine ownership.
What sets my practice apart is the blend: I combine formal frameworks like PROSCI with agile and design-thinking methods — and a hands-on, pragmatic mindset grounded in how organisations and people actually work. Methodology gives direction; pragmatism makes it land. I work across six languages and thrive in complex, multicultural environments.
Most change programmes fail not because the new system is bad, but because adoption is treated as an afterthought. People don't resist change — they resist uncertainty, lost competence, and decisions made about them without them. Adoption accelerates when four things are true:
The reason for change is concrete and tied to their daily work — not a corporate slogan they're asked to believe.
Involving people early turns "being changed" into authorship. Co-creation consistently beats top-down roll-out.
Enablement removes the fear of looking incompetent — the quiet, unspoken driver behind most resistance.
Visible, consistent sponsorship from the top signals the change is real, backed, and here to stay.
Get those four right and adoption stops being something you push — and becomes something people pull.
From strategy to the last mile of adoption — practical support across the full change lifecycle.
End-to-end OCM for transformations and reorganisations — impact analysis, change strategy, adoption planning and measurement grounded in the PROSCI/ADKAR framework.
Communication strategies and formats that cut through — from executive AMAs and town halls to employee-driven video news and digital campaigns reaching thousands.
Steering committees, executive reporting and leadership enablement that keep senior stakeholders aligned and visibly sponsoring the change.
Qualification programmes and tailored training across every hierarchy level — designed and, just as often, delivered by me in person. Building the capability that makes new tools and ways of working stick.
Design-thinking and LEGO® Serious Play® workshops that turn diverse groups into aligned, creative teams — from ideation to co-creation of new ways of working.
Helping organisations move toward agile, end-to-end process operating models — co-creating leadership principles and embedding SAFe-aligned ways of working.
The core of my work — across years of consulting for industry heavyweights in Germany and now in the UAE — is technology-driven change: new systems, platform migrations, reorganised operating models, and the rise of AI. As the tech landscape shifts faster, the hard part is no longer building the tool. It's getting people to trust it, use it, and change how they work around it. That's where I focus.
With every new system — and especially with AI — the blocker isn't usability. It's the fear of being replaced or getting it wrong. Effective change work addresses that head-on, instead of pretending it away.
Systems come and go faster than ever. I build lasting change capability inside the organisation — not one-off roll-outs that expire the moment the project closes.
A new tool only pays off if the work around it changes too. I focus on the workflows and behaviours, not just the new login screen.
Years inside large technology programmes mean I speak both languages — bridging engineers, vendors and the employees who ultimately have to live with the result.
Technology changes in months. People change at the speed of trust. My job is to close that gap.
Methodology gives change direction. People give it life. My approach holds both — pairing proven frameworks with the empathy and creativity that turn compliance into commitment.
Change impact analysis, stakeholder mapping and listening — interviews and surveys to read the real sentiment beneath the surface.
Design-thinking workshops that involve the people affected, so solutions are shaped bottom-up rather than imposed top-down.
Targeted communication, training and leadership sponsorship that build awareness, desire and ability — the ADKAR backbone of adoption.
Reinforcement, feedback loops and measurement that translate insight into action and make new ways of working the new normal.
A few examples of the scale and impact of the change I've led.
Driving change for the rollout of AI tools across a 40k+ employee group. Building awareness, designing and delivering training on responsible AI usage, facilitating workshops with business functions to identify automation use cases, and embedding a culture that genuinely uses AI rather than just installs it.
Led change and communication for a multi-country ITSM transformation. Engaged and enabled IT support agents region-wide, activated 40k+ end users, and delivered a tailored mix of OCM outputs — agent learning videos, news announcements, intranet articles, end-user tutorials — to land adoption at every level.
Owned the end-to-end scouting and selection of an AI-enabled authoring tool for a global manufacturing client, coordinating cross-departmental requirements and budget while leading the project team to a confident decision. The chosen solution automates the creation of customised technical e-learnings — typically €10–20k per course — generating substantial annual savings across the client's high-volume content pipeline.
One of my largest engagements: a multi-year transformation of the IT department of a major premium automotive client — from a matrix organisation into a SAFe-aligned end-to-end process operating model. Drove cultural change by co-creating agile leadership principles with C-level and management, and engaged employees and external vendors through design-thinking-powered OCM and bottom-up co-creation workshops. The new ways of working reached the wider organisation that works with IT every day.
Whether you're scoping a change programme, looking for an interim change lead, or just want to compare notes — I'd love to hear from you.