Come fondatore, imprenditore e membro del consiglio di amministrazione, ho 'trasformato digitalmente' per oltre tre decenni.
Ma sia che si tratti di una piccola azienda studentesca, di una start-up di successo o di una società internazionale quotata in borsa, le sfide sono fondamentalmente sempre le stesse.
Nel corso del tempo, sono stato in grado di elaborare, interiorizzare e applicare con successo l’essenza della trasformazione digitale delle aziende, dei loro modelli di business e dei loro dipendenti.
Nel mio quarto decennio professionale, sto quindi supportando attivamente le aziende nel realizzare con successo la loro ambiziosa visione digitale.
Con l’entusiasmo di un imprenditore.
Con l’esperienza di manager.
Con l’empatia di un essere umano.
Membro del Consiglio di amministrazione di due società di investimento quotate in borsa.
Focus su leadership, operazioni e digitalizzazione.
Fondatore e CEO di due società di piattaforme digitali.
Entrambe leader di mercato e affermate in modo sostenibile.
Il mio sviluppo professionale.
La mia storia su Internet.
The start-up had just been launched when the dot.com crisis hit the market for young Internet companies. The venture capital threatens to run out in the short term. The rescue mission succeeds, 10% of the shares go to a strategic investor for 5 million German marks.
“Just tell the truth” says my girlfriend over breakfast. So I call an extraordinary shareholders’ meeting and inform the investor that my co-founder is happily spending the money that is so urgently needed to break even.
After the subsequent takeover battle, Germany’s leading law firm is once again a little richer and I am the proud owner of a start-up consisting of an ambitious business plan and a lot of hope. I also have an impressive mountain of debt (I don’t even want to mention the amount here over 20 years later, my banker might be among the readers) and have mortgaged my house for the down payment to demonstrate a certain repayment intention. The latter is used as a “headquarters” and I was able to acquire it because my previously founded student company had quickly become the market leader in a small niche. I rewarded myself with a bright blue Carrera 4 Targa, which I am still embarrassed to say to my former fellow students at Ludwig Maximilian University.
Three years later, I’m sitting with investment bankers who have traveled all the way from New York on a private jet in an office I’ve just moved into in an iconic old brewery at the Ammersee. There’s an icy draught through the cracks in the glazing, which only partially closes a former loading ramp, but at least you can see the Ammersee and even the Zugspitze when it’s sunny.
I’d better ask again after my presentation – after all, we’re talking about a quarter of a billion euros and my English is still at school level. But the CFO reaffirms the investment decision and adds: “For three reasons: Integrity. Integrity. Integrity.” Everyone nods in agreement.
I take this to mean that they believe I can successfully implement the ambitious plan I have presented with my team and their money. And that’s exactly what happens.
Apparently, honesty really does pay off. So I make “integrity” my “business paradigm”. And marry my girlfriend.
The investor, the then proud US investment bank Lehman Brothers, has long since gone bankrupt. But I will soon be celebrating my silver wedding anniversary.