I fell in love with supply chain at a Ford Motor Company plant in Cologne. Twenty thousand people worked on that site. Another thousand suppliers delivered into it every day. It operated like a giant, intricate clockwork, and someone had to keep it running.

Over twenty years with Ford, across Germany, the United States, and the United Kingdom, my teams and I got good at exactly that. Good enough that other companies started calling. ABB needed a global operations and, later, a corporate transformation. Infineon needed a supply chain overhaul. PepsiCo needed a procurement function rebuilt. Credit Suisse, which is now UBS, needed someone to accept Business Process Outsourcing as a viable option. I took those calls.

The job titles accumulated: Corporate Transformation Leader, Global Head of Operations and Quality, Chief Procurement Officer, Board Member, and Managing Director. Five industries across three continents. What stayed constant was the same thing that hooked me in Cologne: the problem of making complex systems work better, faster, and at scale.

I hold a Bachelor's in Business Administration from Cologne, a Master's from Michigan State, and a doctoral degree from UBIS University in Geneva.

That doctorate answered a question: Can supply chain redesign actually drive meaningful reductions in greenhouse gas emissions? The research said yes, but the mechanism nobody was talking about was one I had watched work before, in a different context, with different stakes.

That question became a book and articles. It became a podcast. It is now the thing I spend most of my time on.

Through my advisory practice in the canton of Zürich, I advise, teach, write, and speak on the intersection of operations, organisations, government regulations, and climate transformation.

By now, I am equally at home in an office, a bookshop, or on a stage.

For more details about what’s going on, see my LinkedIn or X page.