You moved directly from consulting into a CEO role – how did you experience that transition?
The decision to move on was driven by new opportunities, not by leaving something behind. When the opportunity came up, I discussed it openly with my mentors at Porsche Consulting, and the support I received made the transition very smooth. That’s something I’m still grateful for today. The timing was quite intense. I relocated back to Vienna shortly after my son was born and started the role just as the first COVID lockdowns began. Building a company, hiring people across Europe, and raising funds mostly through video calls was challenging, but also exciting. Consulting prepared me well for that environment.
Why did you decide to leave consulting?
I always wanted to build something and contribute to long-term growth. In consulting, you typically work on clearly defined projects with limited timeframes. I wanted to be part of something that evolves over a longer period. The real trigger, however, was a conversation with one of Proxygen’s scientific founders, whom I knew from my academic background. He invited me to his lab in Vienna and showed me the technology they were developing. His enthusiasm was very genuine and immediately resonated with me. On my way back, it was already clear that I wanted to be part of it.
What has changed most between your current role and your previous position?
On a typical day, I might speak with patent lawyers about IP strategy, discuss communications with a PR agency, join investor calls, participate in board meetings, and review scientific questions – all within a short timeframe. It’s a highly diverse and fast-moving range of topics. The other key difference lies in my role within these discussions. In consulting, you are often deeply involved in the content and hands-on problem-solving. Today, I’m usually not the subject-matter expert in the room and that is very intentional.
What does that look like in practice?
My role is to enable others to perform at their best. That means creating an environment where people have the freedom, trust, and support to contribute their expertise, take initiative, and deliver strong results.
Which skills or mindsets from Porsche Consulting still influence how you work today?
The ability to structure complex topics and quickly get up to speed in new areas is still very relevant. At the same time, consulting builds a high level of resilience and adaptability. You learn how to deal with pressure, shifting priorities, and uncertainty – and still deliver. That mindset translates very well into a startup environment. There is also a strong sense of ownership and performance orientation that continues to influence how I approach my role today.
Looking back, would you make the same decision again?
Yes, I would. It was a significant step, but it felt like the right one. Moving into a CEO role allowed me to take on long-term responsibility and actively shape the development of a company.
What value do you see in the Porsche Consulting alumni network?
It connects people who share a similar way of thinking and working. That creates a strong basis for exchange and collaboration. Even after leaving, that connection remains valuable to me. Whether it’s for discussing ideas, getting feedback, or staying in touch across different industries and roles.