Client

Stories

Real projects. Real change.

Here are a few snapshots from my work with people and organizations who reached a similar point: the current way of working isn’t sustainable anymore.

No textbook examples. No theory.

Just real HR projects and change processes — in the messy reality of day-to-day work.

Structured in two areas:

Projects, processes, digitalization

Coaching, leadership, key transitions

HR in
organizations

Focus

Rebuilding HR while the company scales

A spin-off tech start-up (around 100 employees) was growing fast — and HR structures couldn’t keep up. Roles were unclear, processes were fragmented, and tools had grown over time. HR was “keeping up” rather than steering.

I helped build an independent HR function — from a solid current-state analysis to defining clear roles and processes, through to selecting and implementing the right tool landscape. Personio was introduced as the core system, complemented by specialist solutions for performance management and recruiting. I then supported the selection of the Head of HR and the hiring of key HR roles.

HR is now clearly anchored, digitally set up, and fully operational. Responsibilities are clear, processes connect — and the HR team feels tangible day-to-day relief.

HR setup · HR digitization · process design · tool implementation

Focus

Digitizing HR processes — from paper to practical

In a retail and production company (around 400 employees), HR work was largely manual and paper-based. Information was scattered, processes lacked transparency, and administrative effort was high — for both office and frontline employees.

I led the introduction of Personio as the central HR system. The focus wasn’t just technical implementation, but translating existing routines into clear digital workflows — from master data and documents to time/absence management and approval flows. Leaders and employees were actively involved and trained.

HR processes are now largely digital, transparent, and paperless. Administrative load dropped significantly, workflows became clearer — and HR can focus more on people and meaningful work again

HR digitization · Personio · process harmonization

Focus

Re-structuring recruiting and people development — in the public sector

In one part of a large Hamburg public authority, recruiting and people development had grown over time — but the setup was no longer fit for purpose. Ownership was unclear, processes varied from team to team, and cross-unit collaboration was difficult.

I ran a thorough current-state analysis and developed clear target processes with HR and project leadership. Roles, organizational setup, and operational workflows were redefined and implemented in close coordination. The structure was then rolled out to additional units, supported by training and change guidance.

Recruiting and people development are now clearly structured and scalable. Leaders work with clear role definitions and processes — and the change has been anchored sustainably.

organizational development · recruiting · people development · change

Focus

Leading a global employee survey — across borders

In an international organization with employees from 19 countries, a global employee survey was about to launch. The key wasn’t the tool — it was getting communication, timing, and buy-in right across all locations.

I led the project in close collaboration with an external provider. Alongside content and process steering, we put a strong focus on internal communication, timing, and supportive measures — aligned with marketing and internal communications — to drive participation.

The survey was delivered successfully, with strong participation and reliable results. It gave the organization a solid foundation for further development and well-informed decisions.

employee survey · project leadership · communication

People in Transition

Focus

From team member to leader — building confidence in daily work

A mid-sized logistics company was going through a generational transition. Several employees stepped into leadership for the first time. Strong technically — but without leadership experience — daily work was shaped by uncertainty and differing expectations.

We started with 1:1 coaching to build role clarity, confidence, and personal leadership foundations. That was followed by training modules for the new leadership group and team workshops to clarify roles, expectations, and collaboration.

Leadership became tangible — not as a concept, but in everyday behavior. he new leadership team acts more clearly, more consistently, and with noticeably more confidence.

coaching · leadership development · leading through change

Focus

Leading through restructuring — creating orientation when things get shaky

Restructuring, strategy shifts, cultural change: leading under pressure is a topic I’ve supported across industries again and again. When decisions have to be made amid uncertainty and teams need direction, the work is about creating clarity, staying able to act, and making change sustainable for the people involved.

I support leaders through 1:1 coaching and compact training formats — especially when decisions have to be made under pressure. The focus is role clarity and stance, communication in difficult situations, and dealing with resistance and uncertainty — always grounded in the realities of day-to-day leadership.

Leaders gain clarity in their role and confidence in their decisions. Communication becomes calmer, expectations get clearer — and change becomes noticeably easier to carry.

coaching · leadership · change

Focus

Outplacement after reorganization — handling transitions professionally

In reorganizations, employees and leaders leave organizations — and this is exactly where I support companies again and again: through outplacement and career coaching. Beyond professional reorientation, the focus is on making sense of the transition, reaching acceptance, and gaining a clear new perspective.

I support employees from the point of exit through to clear market positioning. Up front, I coordinate closely with HR or the executive team: who is affected, what the framework and constraints are, and what the right focus should be. Based on that, I put together an individual outplacement/coaching package for each person — from assessment and profiling to documents and strategy, and preparation for conversations and decisions.

This turns a separation into a structured transition: people gain clarity and confidence, can make sense of the situation — and move forward with a realistic perspective and a clear next step. At the same time, it gives organizations a socially responsible framework: even when separations are necessary, they are handled fairly, respectfully, and professionally.

outplacement · career coaching · transition support

"Every story is different. What stays constant is how we work together.