Eight years guiding organisations through change that people actually embrace — blending structured methodology with a deeply human, design-led approach.
It all started in Germany — with an internship at Porsche that led me into consulting at MHP, a Porsche 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. I've led communication and adoption for transformations reaching tens of thousands of employees, 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 five 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 increasingly, AI. As the tech landscape shifts faster and AI reshapes how people work, 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 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.
Led change and communication for a large-scale ITSM transformation, enabling smooth adoption of a new tool across the organisation and its IT service community.
One of my largest engagements: a multi-year agile transformation of a major IT organisation toward an end-to-end process operating model. Co-created agile leadership principles with C-level and management, and engaged employees through bottom-up workshops and co-creation.
Drove OCM, communication and training for SAP SuccessFactors adoption — and went beyond change, running process workshops and performing hands-on configuration of HR processes in Oracle Fusion HCM Cloud.
Owned the end-to-end scouting and selection of an AI-enabled authoring tool, coordinating cross-departmental requirements and budget while leading the project team to a confident decision.
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.