What made the shift to Volkswagen successful for you?
Working on battery topics and earning my PhD while at Porsche Consulting prepared me well for the transition to an in-house role at Volkswagen. The biggest shift was in mindset: in consulting, you define strategy; in industry, you also need to execute it. I quickly realized the gap between developing a strategy and getting a battery-powered car on the road. Familiar faces, including leaders I now collaborate with, made the shift easier.
What changed moving from consulting to industry?
Some things haven’t changed – such as my travel schedule! (laughs)
Where did you notice the biggest difference?
In scope and responsibility. Before the move, I focused on deep-dive strategy projects. Today, I oversee product strategy, development, production and partnerships for all battery systems and lead a team of over 100 people. In consulting, the work often concluded with a recommendation. Now, decision-making marks just the beginning. My role demands aligning diverse stakeholders, building commitment, and driving implementation within a complex, cross-functional environment. Leading people and navigating complexity is now the focus of my job.
What’s different about leading at Volkswagen versus Porsche Consulting?
Even with around 900 employees, Porsche Consulting remains relatively small compared to Volkswagen. Leading at Volkswagen means navigating much greater scale and complexity, which requires a longer planning horizon, greater consistency, and a clear long-term vision to align decisions, people, and systems. One of my first steps was to set a personal two-year plan with a target picture for my area, which became both an internal compass and a point of reference for others. You can build momentum in a large system, but clarity and stability in your goals are essential.
What ways of working have you carried over to Volkswagen?
The ability to develop a strategic target picture, to structure complex problems, break them down methodically, and develop clear, actionable solutions is a skill I rely on daily. I promote a culture shaped by a strong performance mindset, and a deep sense of ownership—where individuals take full responsibility rather than just coordinate. Lastly, the continuous improvement mindset has stayed with me. Whether refining skills or helping others grow, the drive to get a little better each day truly makes a difference. Competitiveness, teamwork, and ownership still define how I lead today.
How does your new team adapt to your working style?
Battery development is fast-moving. Everyone on my team is fully engaged and committed. They drive change, not just manage it. In Europe, we carry significant responsibility. Without building a competitive battery industry here, we risk technological dependence that would harm the entire automotive sector. The pressure is high and the tempo demanding, but you grow with the challenge. Surrounded by motivated people, that energy becomes a shared strength.
Do you have any tips for consultants transitioning to leadership roles in big companies?
Leadership in industry is a marathon, not a sprint! As a consultant, you develop strong skills in structured problem-solving, analytical thinking, and working under pressure. But leadership in a large corporation requires a mindset shift: you're no longer just advising, but accountable for execution and results. In consulting, your job ends with a recommendation; in industry, it begins there. You need to lead implementation, align diverse teams, and navigate complex structures. Large organizations don’t pivot quickly—you need patience, a clear vision, and strong people skills to create momentum.
Looking back, would you change anything?
I’m happy with my journey. One principle guided me: when I felt too comfortable, it was time to try something new. After leading high-impact projects across diverse topics, I moved into industry—not out of disinterest in consulting, but to take full ownership of execution and long-term results. My advice? Stay curious, stay uncomfortable, and keep moving forward. It’s worked well for me.
Are you still in touch with former Porsche Consulting colleagues?
Yes, both personally and professionally. I even continue to collaborate with Porsche Consulting on projects. I actively use that network—when I want to test ideas or challenge concepts, I just pick up the phone. Knowing the people and their strengths is a real advantage.
Where do you see the added value in the Porsche Consulting Alumni network?
Having a large pool of expertise and a big network. Whether you want to challenge an idea, need expert advice, or want someone to open a door, that’s exactly what a network like this offers. Porsche Consulting is well-known inside Volkswagen Group and beyond. Having a platform to bring it all together isn’t just smart — it’s essential for driving real impact and lasting connections.