I gained my first professional experience in France and Germany, where I was introduced to sales. Working across different cultures, ways of thinking and market dynamics has been part of my day-to-day business from the very beginning. My twelve years of service as an army officer in the German Armed Forces have also had a lasting and positive influence on me.

This background continues to shape how I work today. Switching between perspectives, aligning different interests and operating in international environments have become second nature to me—and form the foundation of my current work.

Professional path

I have worked in international technical B2B sales for more than 30 years. I started in operational sales, in direct contact with customers, projects and real-world requirements. This phase shaped my understanding of how sales actually works in practice.

Over the years, I gradually took on more responsibility—first for individual teams and regions, later for international sales organizations with complex structures.

My professional experience includes companies such as Danfoss, Bauer Gear Motor and Regal Rexnord. In these environments, I worked in different roles and supported organizations through phases of change—whether driven by growth, entry into new markets, mergers or structural adjustments.

Industries and experience

My work is primarily focused on technically demanding industries, including drive technology, industrial components, refrigeration and the broader field of mechanical engineering.

These markets are characterized by complex, technically demanding products, long decision cycles and demanding customer requirements. In this context, sales is not just about presenting solutions, but above all about understanding complex interdependencies and making them clear to others.

From my own experience, I am familiar with direct project and OEM business, distribution models, as well as building and managing sales structures in an international environment. I have learned how essential it is to combine operational proximity with strategic thinking and a structured approach.

Building and development

A central part of my work is building new markets and organizations. For example, I have successfully built sales organizations from scratch in France — twice — in situations where there was neither an existing customer base nor established structures.

This was done step by step: winning the first customers, building networks, creating structures and then continuously developing them.

At the same time, I have worked within large, established organizations to bring clarity to structures and enable effective collaboration. This included integrating teams that had previously worked in parallel—or even against each other—and reorganizing responsibilities and processes. In essence, classic but demanding change management.

In complex, international organizations in particular, the importance of clarity becomes evident. Only when roles, expectations and structures are transparent can sustainable collaboration emerge.

Approach to sales

My understanding of sales is shaped by hands-on experience in direct contact with customers and markets. This perspective continues to guide my work today and forms its foundation.

I do not see sales as a set of isolated actions or short-term activities, but as the interaction of different levels. People, organization and market must align for consistent performance that is not driven by chance.

My work therefore focuses on creating structures that provide clarity, while leaving enough room for people to operate effectively.

I typically work in situations where companies aim to grow, but the necessary structures are not yet clearly defined—whether in new markets or within existing organizations that need to evolve.

At the core is always the same question:

How can existing potential be structured and connected to create reliable, repeatable performance?

If you would like to see how I work, I regularly share practical cases and perspectives on LinkedIn.